Department of National Parks, Sport and Racing NPSR Annual Report 2016-17

Purpose of the report This annual report provides information about the financial and non-financial performance of the Department of National Parks, Sport and Racing for 2016-17. It has been prepared in accordance with the Financial Accountability Act 2009 and records the significant achievements against the strategies and services detailed in the Department of National Parks, Sport and Racing Strategic Plan 2016-2020 and 2016-17 Service Delivery Statement.

Public availability This publication is available from the department’s website www.npsr.qld.gov.au/about/corporatedocs/index.html or by Tel: 13 QGOV (13 74 68). Alternatively, hard copies of this publication can be obtained by emailing [email protected]. Readers are invited to comment on this report at www.qld.gov.au/annualreportfeedback.

Interpreter service statement The Queensland Government is committed to providing accessible services to Queenslanders from all culturally and linguistically diverse backgrounds. If you have difficulty understanding the annual report, please call the Translating and Interpreting Service via www.qld.gov.au/languages or by phoning 13 14 50 and ask them to telephone Library Services on +61 7 3224 8412 to arrange for an interpreter to effectively communicate the report to you.

Copyright © The State of Queensland (Department of National Parks, Sport and Racing) 2017.

Licence This annual report is licensed by the State of Queensland (Department of National Parks, Sport and Racing) under a Creative Commons Attribution (CC BY) 4.0 International licence.

In essence, you are free to copy, communicate and adapt this annual report, as long as you attribute the work to the State of Queensland (Department of National Parks, Sport and Racing) Annual Report 2016-17. To review a copy of this licence visit www.creativecommons.org/licenses/by/4.0/

ISSN ISSN: 2202-2309 (Print) ISSN: 2203-8043 (Online)

Disclaimer This document has been prepared with all due diligence and care, based on the best available information at the time of publication. The department holds no responsibility for any errors or omissions within this document. Any decisions made by other parties based on this document are solely the responsibility of those parties.

September 2017 NPSR Annual Report 2016-17

Contents Message from the Director-General ...... 2 Our organisation ...... 4 Our department...... 4 Our operating environment ...... 5 Our contribution to Queensland Government objectives ...... 8 Our management team ...... 9 Organisational structure ...... 11 The year at a glance ...... 12 Looking ahead to 2017–18 ...... 14 Our finances ...... 15 Our performance ...... 20 Objective 1—Queensland’s outstanding parks and forests are protected, enjoyed and cherished now and into the future, enhancing Queenslanders’ wellbeing and prosperity .. 20 Key performance indicators ...... 20 Our program of work ...... 21 Objective 2—Queenslanders lead active and healthy lifestyles through participation in physical activity ...... 34 Key performance indicators ...... 34 Our program of work ...... 35 Objective 3—A legislative and policy framework for racing which meets the expectations of the community ...... 41 Key performance indicators ...... 41 Our program of work ...... 41 Objective 4—A capable and streamlined, customer-centric organisation ...... 44 Key performance indicators ...... 44 Our program of work ...... 44 Our people ...... 49 Workforce profile ...... 49 Building our Workforce ...... 51 Employee development ...... 53 Employee conduct and performance management ...... 54 Employee wellbeing ...... 54 Industrial and Employee Relations Framework ...... 55 Managing our business ...... 56 Governance committees ...... 56

iii NPSR Annual Report 2016-17

Governance processes ...... 61 Administrative and professional services ...... 63 How to contact us ...... 66 Appendix 1—Legislation ...... 67 Appendix 2—Government bodies ...... 68 Appendix 3—Annual report on the administration of the Marine Parks Act 2004 ...... 73 Amendments ...... 73 Funding ...... 74 Management plans...... 75 Permissions ...... 75 Offences and enforcement ...... 75 Accreditations ...... 75 Information supporting the report on the administration of the Marine Parks Act 2004 in 2016–17 ...... 76 Appendix 4—Additional published information ...... 81 Appendix 5—External scrutiny ...... 82 Glossary ...... 84 Acronyms ...... 86 Compliance checklist ...... 88 Financial statements ...... 91

iv NPSR Annual Report 2016-17

12 September 2017

The Honourable Dr Steven Miles MP Minister for Environment and Heritage Protection and Minister for National Parks and the Great Barrier Reef GPO Box 2454 Brisbane Qld 4001

Dear Minister

I am pleased to submit for presentation to the Parliament the Annual Report 2016–17 and financial statements for the Department of National Parks, Sport and Racing.

I certify that this Annual Report complies with:

 the prescribed requirements of the Financial Accountability Act 2009 and the Financial and Performance Management Standard 2009, and

 the detailed requirements set out in the Annual report requirements for Queensland Government agencies.

A checklist outlining the annual reporting requirements can be found at pages 88-89 of this Annual Report.

Yours sincerely

Tamara O’Shea Director-General

1 NPSR Annual Report 2016-17

Message from the Director-General

The Department of National Parks, Sport and initiative and also launched the State Racing (NPSR) is committed to enriching and Development Program. The State connecting Queenslanders’ lives through Development Program provides funding for healthy parks and active lifestyles. state-level organisations to increase Queenslanders’ participation in sport and NPSR’s 2016-17 annual report outlines how recreation and for special initiatives to increase the department worked towards this vision in Indigenous sport participation, regional the past 12 months, chiefly by managing championships and strategic projects. national parks and their use and enjoyment; encouraging active lifestyles by providing And, in response to TC Debbie, the Sport and recreational and sporting opportunities; and Recreation Disaster Recovery Program regulating the state’s racing industry. assisted not-for-profit organisations to re- establish their facilities and activities. I am pleased to report great progress was made in 2016-17 in building a diverse and Achievements in the area of racing on the effective protected area system through a new other hand include the department Protected Area Strategy. Developed in administering and reviewing legislation in the partnership with the Department of industry, and providing funding to support Environment and Heritage Protection and country racing. released for public consultation in early 2017, Overall, I am proud of the department’s work the strategy outlines Queensland’s and what has been delivered for management approach to, and goals for, its Queenslanders in this past year, and I am terrestrial protected areas—which currently looking forward to continuing to deliver on cover close to 8% of the state. programs and services that support our vision In 2016-17 the department also continued to in 2017-18. deliver significant infrastructure to support In the next 12 months, the department will parks and forests conservation and visitor focus on progressing the Protected Area experiences, and partnered with more than Strategy, and also delivering joint national park 150 volunteer community organisations to management arrangements with Traditional deliver a range of important activities—from Owners in the North Stradbroke Island area, marine animal stranding response through to and on Cape York Peninsula Aboriginal land pest management. national parks. The Great Barrier Reef Joint Field Revitalising national parks in Queensland, Management Program undertaken with our improving park management, and enhancing partners delivered strong outcomes in the past nature-based recreational opportunities will be 12 months. For example, work through the a priority and a significant program of work. program has helped to mitigate key threats to The aim of this is to protect the natural and the Great Barrier Reef and national park cultural values of the state’s national parks and islands, and delivered a range of conservation maintain the breadth and quality of visitor and compliance actions including responding experiences. to coral bleaching and Tropical Cyclone Debbie (TC Debbie). The department plays an important role in implementing actions under the Australian and TC Debbie and its associated extreme weather Queensland governments’ Reef 2050 Long- events caused damage across the state in Term Sustainability Plan, and will continue its 2016-17, and more than 200 impacted parks contribution through activities such as the and forests were re-opened within three Raine Island recovery project. months of the event thanks to the work of the department. Proposals for ecotourism facilities in protected areas as part of the Queensland Ecotourism The department also implemented a smoking Plan will be progressed in 2017-18. The ban in national parks—a milestone for department will also progress significant Queensland—and declared two new Fish regional infrastructure projects and work Habitat Areas for the state. towards completing stage one of the Daisy Hill For sport and recreation, the department Koala Bushland Action Plan, to make continued to support grassroots sport and important improvements for the Gold Coast recreation clubs through the Get in the Game 2018 Commonwealth Games.

2 NPSR Annual Report 2016-17

In sport and recreation, Queensland athletes In conclusion, I would like to thank the will be supported through the Queensland department’s Executive Management Board Academy of Sport in their preparations for the and employees for their hard work and Commonwealth Games. The department will dedication in delivering programs and services also continue to deliver its Get in the Game that make a real difference to the lives of initiative, and will also release a new Female Queenslanders across the state. Facilities program to support increased sport participation by women and girls. Work in supporting Queensland’s racing industry will be similarly as busy. For example, the department will implement revised policy and governance arrangements for industry, and provide funding for key programs and Tamara O’Shea critical racing infrastructure projects. Director-General

3 NPSR Annual Report 2016-17

Our organisation National Parks Our department National Parks focuses on managing parks and forests to sustain natural and cultural The Department of National Parks, Sport and values, building environmental resilience to Racing (NPSR) manages national parks and ensure healthy species and ecosystems, and their use by all visitors; encourages facilitating ecotourism, recreation and heritage Queenslanders to take up active lifestyles by experiences in marine and terrestrial providing opportunities for recreational and environments. sporting activities; and provides policy advice and administers funding to support a strong This is achieved through: and sustainable racing industry.  conserving natural and cultural values on The department was established in April 2012 parks and forests, including through fire, under the Public Service Act 2008, Part 2, pest and weed management Division 2 – Administrative Arrangements Order (No.3) 2012 and the Public Service  facilitating ecotourism, recreation and Departmental Arrangements Notice (No. 1) heritage experiences within parks and 2012. On 1 September 2016 Administrative forests, including building and maintaining Arrangements Order (No. 1) 2016, moved the visitor and nature based tourism administration of the racing portfolio’s integrity infrastructure and animal welfare interests, under the Racing  providing protected area services with Integrity Act 2016, to Queensland Treasury, Traditional Owners including implementing while the department retained oversight of the Indigenous management agreements Racing Act 2002.  managing parks and forests permissions, This report details the activities and including administering permits and achievements of the department during the authorities for tourism, infrastructure and reporting period of 1 July 2016 to 30 June sustainable resource use, and delivering a 2017 and outlines its direction and financial streamlined permit system position for the year.  delivering joint field management in the Great Barrier Reef in partnership with the Our vision and purpose Australian Government. The department’s vision is for Queenslanders to be enriched and connected through healthy Sport and Recreation parks and active lifestyles. Sport and Recreation focuses on supporting Its purpose is to support the Queensland and encouraging active participation in Government by: physical activity. This is achieved through:  protecting and managing parks and forests  developing and delivering a suite of and the Great Barrier Reef for current and funding programs to support community future generations and industry sport and active recreation  supporting and encouraging active needs participation in physical activity  providing education and training programs  supporting the Queensland racing that contribute to building the capacity of industry. the sport and recreation sector  using new technologies to assist in planning future sport and active recreation Our service areas needs across Queensland The department has three service areas  managing purpose-built sport and active working towards this purpose. recreation facilities, including the Queensland Recreation Centres  developing and supporting elite athletes at the Queensland Academy of Sport.

4 NPSR Annual Report 2016-17

Racing conservation, tourism, sport and recreation, and racing sectors. Racing focuses on administering the Racing Act 2002 and managing programs to support To achieve its vision and objectives, the the Queensland racing industry. department proactively works with other organisations that have a role or interest in its This is achieved through: responsibilities. This includes the  providing policy advice to the Minister for Commonwealth Government, other state Racing governments, Queensland Government agencies, local governments, Aboriginal and  administering funding programs to support Torres Strait Islander people, environmental country racing, the operation of training authorities, sport and recreation bodies, racing tracks and the delivery of racing entities, industry, conservation and special infrastructure. interest groups, landholders and the general Following the commencement of the Racing community. The department uses a range of Integrity Act 2016 on 1 July 2016, the communication channels to build and maintain independent Queensland Racing Integrity its relationships with Traditional Owners, Commission (QRIC) became responsible for clients and other interested parties, and to ensuring the integrity of the Queensland receive feedback and suggestions about its animal racing industry. activities, management and direction. The Racing service excludes QRIC and Racing Queensland, which are separate Our operating environment statutory bodies. During the reporting period, the department Queensland Treasury administers the Racing identified the following opportunities and Integrity Act 2016, under which QRIC is challenges which influenced the provision of its established. services including: The department administers the Racing Act  climate change and risks to biodiversity 2002, which establishes Racing Queensland.  technology and innovation

 demographic factors, including generational Our strategic direction and cultural changes and increasing During 2016–17, the department focused on urbanisation achieving the following objectives.  contemporary legislative and policy  Queensland’s outstanding parks and frameworks. forests are protected, enjoyed and cherished now and into the future, enhancing Queenslanders’ wellbeing and Climate change and risks to biodiversity prosperity. Queensland’s changing climate presents a  Queenslanders lead active and healthy significant threat to Queensland’s parks and lifestyles through participation in physical forests and its biodiversity. Climate change activity. projections show that Queensland is likely to experience increasing average temperatures  A legislative and policy framework for and extreme temperature events, increasing racing which meets the expectations of the likelihood of drought, more intense tropical community. cyclones, more extreme fire behaviour, and rising sea temperatures. This will likely place  A capable and streamlined, customer- increasing pressure on the department as it centric organisation. seeks to maintain natural and cultural values in Queensland’s land and sea protected areas. Our clients In recent years Queensland has seen coral bleaching on the Great Barrier Reef, mangrove The department’s clients include people who die-back in Cape York, cassowary population visit Queensland’s national parks and forests, decline due to defoliation caused by tropical take part in sport and active recreation, and cyclone Yasi in the Wet Tropics, and loss of attend thoroughbred, harness and greyhound turtle nests at Mon Repos due to significant racing events, as well as those businesses, coastal weather events. clubs and organisations within the

5 NPSR Annual Report 2016-17

Invasive species pose another threat to natural screen time limits.2 values on parks and forests. Queensland has To increase Queenslanders’ participation and 31 of Australia’s 32 weed species of national lifelong participation in physical activity the significance as well as animal pests such as department’s programs aim to encourage early feral pigs, cats, foxes and wild dogs, which education, address barriers to young people’s remain prevalent in various areas. participation and support children and young QPWS’s pest management framework targets people to incorporate physical activity into their those pests that pose the greatest threats to daily routine, carrying these behaviours into protected area values and park neighbours. adulthood. The department continues to explore new Technology is also introducing extensive ways of operating, including partnerships with change to the wagering market, which nature conservancy organisations and supports Queensland’s racing industry. Mobile commercial entities to help preserve species and internet access enables punters to place under threat. wagers without attending race courses or retail outlets, while also elevating competition by The size of the protected area estate poses a giving access to a wider range of wagering further challenge to the department in products including those of other jurisdictions. mitigating wildfire threats to life, property and biodiversity. Demographic factors, including generational and cultural changes and Technology and innovation increasing urbanisation Visitors and customers of Queensland’s parks The way people are staying physically active and forests have expressed the need for has changed over time with a greater choice of improved access to the department’s online services. activity and differing delivery mechanisms. While organised sport remains popular, active In 2016–17, 13 free public Wi-Fi hotspots were recreation-based physical activity is on the provided in key locations to provide rise. independent travellers with access to up-to- date information and assist them with their The 2013 CSIRO Megatrends report3 identified travel plans. physical activity as being more than sport, with increasing rates of unstructured physical The National Park Booking Service was also activity; higher demand for ‘lifestyle’ and enhanced to include customer satisfaction extreme sports; sport and active recreation as monitoring. sought after interventions to improve health, The department’s internal fire management social, cultural diversity and community system (FLAME) was enhanced to support outcomes; increased demand for sports burn planning and wildfire response and participation and sporting competitions; as well incorporate pest management. Additional as commercialisation of sport and active priority technology work includes asset and recreation. permit management solutions. In response, the department has sought to Technology is impacting on Queenslanders’ focus on better targeting its resources to physical activity time, as it competes for their support a wide-range of sport and recreation- leisure time. Adults are more active now than based physical activities, and deliver greater they have been in the past 10 years, with 61% access to active recreation opportunities for all achieving the recommended level of physical Queenslanders through key partnerships and 1 activity in 2016. However, many school-aged cross-agency collaboration. children still undertake no, or very little, regular physical activity. Approximately 44% of 5–17 year olds are active on a daily basis, with the same number exceeding the recommended 2 Queensland Health 2016, ‘The Health of Queenslanders 2016’, p. 97 https://www.health.qld.gov.au/__data/assets/pdf_file /0017/537101/cho-report-complete.pdf accessed 1 Queensland Health 2016, ‘The health of June 2017 Queenslanders 2016’, p. 93 3 CSIRO, 2013, ‘The Future of Australian Sport – https://www.health.qld.gov.au/__data/assets/pdf_file Megatrends shaping the sports sector over coming /0017/537101/cho-report-complete.pdf, accessed decades’, https://doi.org/10.4225/08/584af378bffe1 June 2017 accessed July 2017

6 NPSR Annual Report 2016-17

This is especially important as Queensland revenue stream. However, such growth would health data shows that 40% of women do not also place additional pressure on the undertake enough physical activity to derive a department to provide appropriate visitor health benefit. This type of data continues to facilities and amenities and manage drive departmental priorities including the compliance issues. continued support for Start Playing Stay Playing (including the Join the Movement Contemporary legislative and policy frameworks campaign) encouraging women and girls to be active for life. The department is the custodian and joint manager of an estate spanning more than 13 Recent trends in sport participation show that million hectares of terrestrial reserves, which for some young people, the provision of sport encompasses almost 8% of Queensland’s land participation opportunities is a key motivator to area. The estate includes 72,000km2 of state remain physically active. Availability of facilities marine parks; 348,000km2 of the Great Barrier and sites is on the rise, as is the quantity of Reef Marine Park; and 12,000km2 of declared flexible options through which people can fish habitat areas. It is also responsible for engage in sports. There is also increased protecting the state’s most precious anticipation ahead of the start of the upcoming landscapes, ecosystems and species. Commonwealth Games in 2018. As a result, Queenslanders are showing increased general The Queensland Government has an objective interest in fitness and participating in physical to move towards a target of 17% terrestrial activities. protected area coverage in line with the United Nations Convention on Biological Diversity This is also true of high frequency sports targets. The department received additional participants, who report being more motivated funding of $35.9 million over four years (2016– to continue participating in sports because of 17 to 2019–20) to support the management of the impending 2018 Winter Olympic Games in 700,000 hectares of new dedications in Cape South Korea. York and new parks across the state. Queensland continues to have a unique Traditional Owners have freehold ownership opportunity to leverage these motivators to and statutory joint management encourage greater participation and expand its responsibilities of an estimated 21% of pool of elite athletes. Queensland has always Queensland’s protected areas (approximately achieved high results in sport and recreation, 2.07 million hectares). While joint management with athletes consistently performing strongly brings significant benefits to the department, Traditional Owners and Aboriginal and Torres at the Olympic and Commonwealth Games. Strait Islander communities, it also adds to the The Queensland national parks visitor complexity, time and resourcing needed for engagement initiatives, developed in capital and operational programs. consultation with the tourism industry, will Outside of the formal joint management areas continue to play a role in increasing visitation of Cape York Peninsula and North Stradbroke to, community awareness of, and partner Island, a variety of cooperative and support for, protected areas and their collaborative management arrangements with management. Targeted channel management Traditional Owners are in place across the strategies play a key role in attracting diverse state. market sectors, with a focus on digital National parks infrastructure can be engagement to attract and retain younger significantly affected by natural disasters, and generations. while the department is not able to factor Queensland’s national parks attract more than disaster reconstruction into its forward budgets, it must still meet community 50 million domestic and about 8 million expectations to rebuild and assist local international visitors each year. The growth in economies to recover after significant events. their popularity is highlighted by the 12% increase in camping permit numbers over the Changes to the eligibility criteria for Natural past three years. Disaster Relief and Recovery Arrangements (NDRRA) funding in recent years has Although visitation is influenced by extreme restricted what the department can seek weather events and global economic trends, reimbursement for following natural disasters. continued growth will deliver an increasing By their very nature, disasters are hard to plan

7 NPSR Annual Report 2016-17 for, with recovery and restoration bills reaching The department also continues to work with as high as $15 million in some years and industry and the community to deliver services immaterial in others. Budget measures are in to increase participation in sport and place to protect against the financial burden of recreation. With a significant portion of our disasters as much as possible, with processes Sport and Recreation budget focussed on in place to seek further funding should a grant funding, we invest in our grassroots sport disaster exceed the financial capacity of the and recreation organisations, our local, department (the NDRRA is one of these). regional and remote communities’ sport and recreation infrastructure, and other industry Sustainably managing resource-use industries partners to enhance state-wide capabilities remains a challenge, and the department is and deliver quality sport and recreation focussed on working effectively with services. government, business, industry, and community groups to ensure a sustainable, risk-based approach that supports the Our contribution to economy and maintains natural values. Queensland Government The department is investing in an adaptive objectives park management framework, including classifying all parks under Levels of Service, The department contributes to the Queensland which are specific planning and operational Government’s objectives for the community standards to guide investment to the highest through: priority locations.  Creating jobs and a diverse economy The Queensland Government has an objective by partnering with industry to support that all Queenslanders will make healthy Queensland’s tourism aspirations and lifestyle choices and that our children will learn deliver sustainable ecotourism and develop healthy habits that last a lifetime. experiences; supporting partnerships with The department supports this objective Traditional Owners for services on through developing policy, programs and protected areas; building and maintaining services to support and encourage park management, visitor and tourism Queenslanders to lead active and healthy infrastructure; working with industry lifestyles through participation in physical partners and the community to improve job activity. opportunities in sport and recreation; supporting local sport and recreation Innovation and gaining maximum benefit from infrastructure and participation existing resources needs to be an underlying opportunities; and administering programs principle in order to provide Queenslander- to support the racing industry. focussed solutions to boost participation in sport and recreation. Partnerships across  Delivering quality frontline services by government, community and the commercial providing customer-focused parks and sector will be essential to achieving beneficial forests booking systems; streamlining outcomes and facilitating lifelong physical permits; providing safe, sustainable, activity, and providing enhanced opportunities enjoyable visitor experiences in both for employment in the sector. national parks and departmentally owned To achieve appropriate legislative and policy sport and recreation venues; and providing responses at the national level, the department programs and workshops to encourage all works with the Ministers of Sport and Queenslanders to be more physically Recreation, National Elite Sports Council, and active. the Committee of Australian Sport and  Protecting the environment by Recreation Officials to achieve positive managing parks and forests to sustain outcomes for Queenslanders. This natural and cultural values and build collaboration has supported a number of environmental resilience, in partnership initiatives such as ‘Play By The Rules’, a with Traditional Owners and other program of work to promote safety and fair organisations; and protecting and play in sport; the National Active Recreation maintaining marine and island ecosystems Working Group to drive active recreation policy through the Great Barrier Reef Joint Field and actions; and the establishment of Women Management Program. in Sport Working Group, to promote policy consistency at the national level regarding  Building safe, caring and connected women and girls in sport and active recreation. communities by engaging with Traditional Owners and the community in managing

8 NPSR Annual Report 2016-17

parks and forests; disaster preparedness direction and objectives are aligned with the and recovery; supporting the sport and Queensland Government’s priorities. recreation community across all regions to As Director-General, Tamara holds primary enhance participation, particularly for responsibility for planning activities, resource children and young people, disadvantaged decisions, policy initiatives, and risk groups and women and girls; optimising management. She also leads collaboration performance of elite athletes and coaches; both within the department and across and supporting country racing. government, as well as engagement and The department’s service delivery, decision liaison with the department’s key customers making and organisational management are and stakeholders. governed by its commitment to the following Tamara is a Queensland Government values: Community Champion for the Pormpuraaw  Customers first—Know your customers; community in Cape York. She is also an Deliver what matters; Make decisions with advocate for emerging and aspiring female empathy. leaders across all industries including government.  Ideas into action—Challenge the norm and suggest solutions; Encourage and embrace new ideas; Work across Ben Klaassen boundaries. Deputy Director-General, Queensland  Unleash potential—Expect greatness; Parks and Wildlife Service Lead and set clear expectations; Seek, Ben leads the management of Queensland’s provide and act on feedback. parks and forests in partnership with  Be courageous—Own your actions, Traditional Owners, protecting natural and successes and mistakes; Take calculated cultural values and providing nature based risks; Act with transparency. tourism opportunities. He is also responsible for the operational delivery of the Great Barrier  Empower people—Lead, empower and Reef Joint Field Management Program, in trust; Play to everyone’s strengths; partnership with the Australian Government, to Develop yourself and those around you. protect and maintain the marine and island ecosystems of the Great Barrier Reef. Our management team Ben’s extensive experience in Queensland’s public service includes senior positions within The department’s Executive Management the Department of Local Government and Board (EMB) provides high level advice and Planning and the Department of Innovation support to the Director-General in meeting and Information Economy, Sport and legislative obligations. The EMB also Recreation Queensland, as well as roles in establishes strategic priorities and provides Queensland Health and the Department of oversight of critical issues; the development, Public Works. Ben holds a Bachelor of implementation and monitoring of the Commerce and a Graduate Certificate in department’s Strategic Plan; Corporate Management, and is a fellow of CPA Australia. Governance Framework; and the work of its sub-committees. The EMB met on a regular basis in 2016–17 and reviewed the Richard Watson* department’s strategic direction, examined Deputy Director-General, Sport and strategic issues in depth, and considered Recreation Services Cabinet business. Richard was responsible for leading the As at 30 June 2017, membership of the EMB strategic direction of the department’s was as follows: investment in the Sport and Active Recreation industry. This included grant programs covering individual participants through to Tamara O’Shea State Level Organisations, infrastructure Director-General development, improved planning processes With more than 30 years of state and federal through new technology and training programs public sector experience across program for clubs and individuals which all contribute to delivery, policy development and governance, building the capability and capacity of the Tamara ensures the department’s strategic Sport and Active Recreation industry.

9 NPSR Annual Report 2016-17

With a Bachelor of Financial Administration and governance frameworks. These services and more than 15 years of government and enable the six government departments to private sector experience in various senior embed good governance and meet their executive sports management and events legislative obligations. roles, Richard’s responsibilities have included all aspects of the acquisition and development of Queensland Government supported events, Brad Lang including engagement with key stakeholders. Chief Finance Officer

*Richard Watson left the department on 23 Brad provides strategic leadership on the June 2017. The Acting Deputy Director financial management of the department. This General from 26-30 June 2017 was Aaron includes managing financial risk, establishing Broughton. The EMB did not meet in this and maintaining strong budget, financial period. accounting and asset management frameworks and providing strategic financial advice. Wade Oestreich

Deputy Director-General, Strategic Policy Brad has more than 20 years’ experience in and Racing Industry Governance finance roles in the Queensland Government Wade is responsible for leading the including two years as Chief Financial Officer department’s strategic enabling functions, with the Department of Environment and including policy development, Indigenous Heritage Protection. He was responsible for engagement, research coordination, program the annual budget and financial management evaluation and statutory body governance. and reporting and has led a number of organisational and operational change In his previous role, Wade was the Executive projects. Director of the Office of Racing, where he led the Racing Industry Reform Program—a series Brad is a member of CPA Australia and has a of financial, regulatory and organisational Bachelor of Business from Queensland reforms designed to improve integrity and University of Technology and a Bachelor of animal welfare standards in the racing Arts from the University of Queensland. industry, and improve the financial performance of the industry in Queensland. Peter Tones Wade has extensive experience in public Director, Office of the Director-General policy and operational delivery across a diverse range of portfolio areas, including the Peter provides advice to the Director-General environment, climate change, energy, and on public administration and departmental indigenous engagement. policy matters. He is responsible for overseeing critical governance frameworks and ensuring their alignment with the Rob Lawrence department’s strategic objectives. Deputy Director-General, Corporate Peter has more than 25 years’ experience in Services social policy development across a range of Rob is responsible for leading the delivery of areas including Indigenous child safety policy corporate services within the department and programs, state and national disability under the Business and Corporate Partnership policy including Queensland’s contribution to model. These services include finance, asset the design of the National Disability Insurance management, human resources, corporate Scheme. He was also involved in the reform communications and governance and strategy work post Royal Commission into Aboriginal including the delivery and performance of Deaths in Custody. procurement services, Right to Information, Peter holds a degree from the University of privacy and internal audit functions across Queensland and has undertaken post multiple departments. graduate study in clinical and organisational This also involves leading the delivery of psychology. corporate performance and reporting, integrity

10 NPSR Annual Report 2016-17

Organisational structure

11 NPSR Annual Report 2016-17

The year at a glance National Parks  Released the draft Protected Area Strategy, in  Responded to Tropical Cyclone Debbie and partnership with the Department of Environment associated extreme weather events, and re- and Heritage Protection, for public consultation in opened over 200 of the 223 affected parks and early 2017. The strategy aims to expand and forests within three months of the event. effectively manage the state’s protected area  Progressed Queensland Ecotourism Plan system. initiatives, including ecotourism facilities proposals  Implemented the new online booking service for for protected areas and significant regional camping and vehicle access permits to improve infrastructure projects to redevelop the Mon customer experience. Repos Turtle Centre and improve tourism and recreation use of the Great Barrier Reef.  Mitigated key threats to the Great Barrier Reef and national park islands, delivering $12.8 million  Continued to progress protected area in conservation and compliance actions as part of management frameworks, including management the $17.2 million, jointly funded State- planning instruments, management effectiveness Commonwealth Great Barrier Reef Joint Field evaluation, and levels of service. Management Program. Actions included  Continued to deliver the Accredited Training responses to coral bleaching and Tropical Program for QPWS rangers, which aligns with Cyclone Debbie. national Conservation and Land Management  Progressed the Naree Budjong Djara National (CLM) Qualification framework. Park and Peel Island joint management  Implemented smoking bans within 10 metres of arrangements with the Quandamooka specified visitor facilities and campsites in national Yoolooburrabee Aboriginal Corporation. parks as part of a broader Queensland Health  Delivered more than $24.2 million in infrastructure initiative to reduce the impacts of smoking in the and plant and equipment to support parks and community. forests conservation and visitor experiences. This  Finalised and released directions paper for Daisy included improved park access at Blackdown Hill Koala Bushland, after extensive public Tablelands, Capricorn Coast, Chillagoe-Mungana, consultation, and delivered a 10 year set of Conondale, Fort Lytton and Girramay national priority directions. parks, and visitor facility and amenity upgrades for Peach Trees camping and day use area in Jimna  Declared two new Fish Habitat Areas (FHA) at State Forest, Kalpowar Crossing camping area in Calliope River (Gladstone) and Leekes Creek Rinyirru (Lakefield) National Park (Cape York (Great Keppel Island), and significantly expanded Peninsula Aboriginal land), Dandabah day use the existing Fitzroy River declared FHA area and information centre in Bunya Mountains (Rockhampton) to include Balaclava Island and National Park, Redrock camping area in Byfield surrounding wetlands. State Forest and the coastal walking track in  Worked with Traditional Owners in developing Noosa National Park. Protected Area Indigenous Land Use Agreements  Partnered with more than 150 volunteer in supporting native title claim settlements. community organisations to deliver a range of Partnered with Traditional Owners in the activities including pest management, management of protected areas. revegetation, research, interpretation, track maintenance, marine animal stranding response and campground hosting. More than 970 Sport and Recreation registered volunteers contributed an estimated  Continued to support grassroots sport and 96,000 hours (approximately 12,000 days) of recreation clubs through the Get in the Game time. initiative, with $48 million allocated in 2016–17  Committed nearly $9 million to deliver fire across four key programs: management and $8.4 million on pest o $6.4 million for Get Started Vouchers to management, including more than $900,000 for provide vouchers of up to $150 to the Strategic Pest Management Program encourage more children and young people initiatives. to play sport and become involved in  Upgraded and maintained high priority urban recreation activities. interface fire lines in key locations throughout South East Queensland.

12 NPSR Annual Report 2016-17

o $3.6 million for Get Going Clubs to support Racing not-for-profit sport and active recreation organisations with creating and providing  Administered and reviewed legislation to ensure it access to participation opportunities. addressed contemporary developments in the racing industry. o $10 million for Get Playing Places and Spaces for new or upgraded sport and  Provided funding of $6 million (of $21 million over active recreation facility projects. four years) to support country racing. o $16 million for Get Playing Plus for major  Released funding of $2 million through the new or upgraded sport and active recreation Training Track Subsidy Scheme to assist places and spaces. thoroughbred race clubs maintain training facilities throughout Queensland.  Launched the State Development Program, which provides $32 million in funding for 77 sport and  Continued to administer funding to support critical active recreation organisations to increase racing infrastructure projects under the Racing Queenslanders’ participation in sport and Infrastructure Fund. recreation and for special initiatives to increase Indigenous sport participation, regional championships and strategic projects.  Provided $1.5 million in funding to assist 24 local governments and sporting clubs develop and plan for future infrastructure needs.

 Hosted 85,521 visitors at Queensland Recreation Centres, with 45,579 staying for one night or more.  Provided elite athlete training and support to 149 Queensland athletes who competed at the 2016 Olympic and Paralympic Games.  Commenced targeted stakeholder consultation to identify the impacts, costs and benefits of various management options to improve the health and safety of participants in high risk combat sports.

13 NPSR Annual Report 2016-17

Looking ahead to 2017–18 instruments, rangers and infrastructure in newly In 2017–18, the department’s focus will include the dedicated national parks. following priorities:  Complete stage one of the Daisy Hill Koala  Progress a long-term Protected Area Strategy for Bushland Action Plan, to make improvements in the acquisition and management of the protected preparation for the 2018 Commonwealth Games. area estate in partnership with the Department of Environment and Heritage Protection.  Work with local councils and tourism industry partners to develop a detailed management plan  Improve customer experience in the online and visitor management strategy for the Koala booking service by introducing tours and Bushland. attraction ticketing for QPWS managed venues.  Contribute to government and industry initiatives  Deliver joint management arrangements with to maximise opportunities for Queensland before, Traditional Owners in the North Stradbroke Island during, and after the 2018 Commonwealth area, including Naree Budjong Djara National Games. Park, and on Cape York Peninsula Aboriginal land national parks.  Partner with industry and the community to develop outdoor recreation opportunities,  Contribute to the Reef 2050 Long-Term including visitor experiences, and to promote Sustainability Plan actions, including the Raine active recreation, tourism and economic benefits Island recovery project. throughout regional Queensland.  Work with the Australian Government to develop a  Support grassroots sport and recreation clubs sustainable forward funding framework to the participation through the Get in the Game Great Barrier Reef Field Management Program. programs: Get Started Vouchers, Get Going  Progress proposals for ecotourism facilities Clubs and Get Playing Places. protected areas as part of the Queensland  Release a new Female Facilities program to Ecotourism Plan. support increased participation by women and  Expand the public mooring and reef protection girls by delivering new and improved change program in the Great Barrier Reef, as part of the rooms across Queensland. Significant Regional Infrastructure Program  Deliver the Start Playing, Stay Playing initiative to Projects. promote and encourage women and girls to be active in sport and recreation.  Revitalise and enhance critical infrastructure including nature based tourism opportunities to  Work with industry, partners and the community to protect the natural and cultural values of the deliver quality sport and recreation services and to state’s national parks and maintain the breadth increase participation in sport and recreation by and quality of visitor experiences. all Queenslanders, including children and young people, and Indigenous people.  Progress protected area management frameworks, including management planning  Support the planning and delivery of fit-for- instruments, management effectiveness purpose sport and recreation infrastructure across evaluation, and levels of service. local, regional and remote communities.  Build stronger relationship and engagement  Support Queensland athletes through the frameworks to cater for Traditional Owners’ Queensland Academy of Sport in their participation in protected areas management. preparations for the 2018 Gold Coast Commonwealth Games.  Ensure appropriate legislation and policy is in place to support the management of marine and  Develop options to improve safety in combat terrestrial protected areas. sports contests.  Complete the five yearly assessment of the  Increase community use of schools for sport and declared Fish Habitat Area network. recreation in partnership with the Department of Education and Training.  Continue to prepare the ex-HMAS Tobruk to become a premier regional tourism dive  Implement revised policy and governance destination for the Wide Bay area. arrangements for the racing industry.  Continue the development of an integrated permit  Provide funding for the Country Racing Support solution for parks and forests. Program and the Training Track Subsidy Scheme.  Deliver management capability including planning  Administer funding for critical racing infrastructure projects.

14 NPSR Annual Report 2016-17

Our finances

Financial highlights The Department reported a 2016-17 Operating Deficit of $27.3 million predominantly driven by a net revaluation decrement ($31.7 million), land transfers to external entities ($8.8 million) and the timing of revenue contributions to fund future program costs. As the department is predominantly funded through appropriation, a surplus or deficit is not necessarily indicative of an operational profit or loss but is primarily related to either the timing of receipted external grant revenues compared to the expenditure they fund, or the impact of revaluation of the department’s property, plant and equipment.

Financial statements The financial statements are formal records of an organisation’s financial activities and provide an overview of the department’s current financial condition. The financial statements consist of the Statement of Comprehensive Income, Statement of Financial Position, Statement of Changes in Equity and Statement of Cash Flows and are provided with this report as separate electronic files. An extract has been included below for ease of reference.

Statement of Comprehensive Income The Statement of Comprehensive Income shows the department’s operating results from continuing operations.

2017 2016 Variance Variance

Statement of Comprehensive Income (Extract) Actual Actual Increase Increase (Decrease) (Decrease) $’000 $’000 $’000 % Income from continuing operations

Revenue

Appropriation revenue 279,609 285,480 (5,871) (2%)

User charges and fees 33,730 33,667 63 0%

Grants and other contributions 28,444 21,138 7,306 35%

Revaluation increment 11,564 14,748 (3,184) (22%)

Interest 337 465 (128) (28%)

Other revenue 7,245 12,491 (5,246) (42%)

Total revenue 360,929 367,989 (7,060) (2%) Gains on disposal/re-measurement of assets 127 136 (9) (7%) Total income from continuing operations 361,056 368,125 (7,069) (2%) Expenses from continuing operations

Employee expenses 123,982 118,880 5,102 4%

Supplies and services 97,017 89,891 7,126 8%

Grants and subsidies 84,669 72,902 11,767 16%

Depreciation and amortisation 35,850 35,257 593 2%

Revaluation decrement 43,274 - 43,274 100%

Other expenses 3,542 1,756 1,786 102%

Finance/borrowing costs - - - 0%

Total expenses from continuing operations 388,334 318,686 69,648 22% Operating surplus (deficit) for the year (27,278) 49,439 (76,717) (155%) Increase in asset revaluation surplus 81,513 29,577 51,936 176% Total comprehensive income (deficit) 54,235 79,016 (24,781) (31%)

15 NPSR Annual Report 2016-17

Income The 2016–17 total income amounted to $361.1 million, representing a 2% decrease from 2015-16 financial year. Income is primarily sourced from Queensland Government appropriation revenue ($279.6 million), Commonwealth, State and Local Government grants ($28.4 million) and revenue generated from user charges i.e. licencing and permit fees in National Parks and provision of recreation services ($33.7 million). Included in income for the reporting period is an $11.6 million increase in the value of land assets (revaluation increment). The graph below details the proportion of funding sources.

Controlled Income - 2016-17 Controlled Income - Year on year Revaluation $000 increment Other revenue Actual 3% 2% Grants and other contributions $300,000 8% $250,000 User charges and fees $200,000 9% $150,000

$100,000

$50,000

$0 Appropriation User charges Grants and Revaluation Other revenue and fees other increment contributions Appropriation revenue 78% 2017 2016

Expenses Total expenses for the reporting period were $388.3 million, an increase of $69.6 million from 2015– 16. The increase was primarily due to a $43.3 million asset revaluation decrement expense in the 2015–16 financial year. The department’s largest expense in 2016–17 was employee expenses of $124.0 million primarily for the payment of staff wages and associated on-costs. Other major expenses included supplies and services of $97.0 million for expenditure on goods and services to support the department’s operations and service delivery; grants and subsidies expense (comprised of $11.3 million for National Parks, $63 million for Sport and $10.3 million for Racing); and depreciation and amortisation expense of $35.9 million.

Controlled Expenses - 2016-17 Controlled Expenses - Year on Year $000 Actual Other expenses Revaluation 1% decrement $140,000 11% $120,000 Depreciation and Employee amortisation expenses $100,000 9% 32% $80,000

$60,000

$40,000

Grants and $20,000 subsidies 22% $0 Employee Supplies and Grants and Depreciation/ Revaluation Other expenses services subsidies amortisation decrement expenses Supplies and services 25% 2017 2016

16 NPSR Annual Report 2016-17

Statement of Financial Position The Statement of Financial Position shows what the department owns (assets), what it owes (liabilities) and its net worth (equity). The department is currently in a strong net worth position.

2017 2016 Variance Variance Statement of Financial Position Actual Actual Increase Increase (Extract) (Decrease) (Decrease) $’000 $’000 $’000 % Current assets

Cash and cash equivalents 74,669 61,605 13,064 21%

Receivables 8,038 10,112 (2,074) (21%)

Assets held for sale - 370 (370) (100%)

Other current assets - prepayments 557 380 177 47%

Total current assets 83,264 72,467 10,797 15% Non-current assets

Property, plant and equipment 4,812,113 4,765,237 46,876 1%

Intangibles 1,604 1,654 (50) (3%)

Total non-current assets 4,813,717 4,766,891 46,826 1% Total assets 4,896,981 4,839,358 57,623 1% Current liabilities

Payables 20,388 15,315 5,073 33%

Accrued employee benefits 5,203 4,682 521 11%

Interest-bearing liabilities - 46 (46) (100%)

Other current liabilities 17,121 17,474 (353) (2%)

Total current liabilities 42,712 37,517 5,195 14% Total liabilities 42,712 37,517 5,195 14% Net assets 4,854,269 4,801,841 52,428 1% Equity

Contributed equity 5,203,428 5,205,235 (1,807) (0%)

Asset revaluation surplus 187,278 105,765 81,513 77%

Accumulated surplus/deficit (536,437) (509,159) (27,278) 5%

Total equity 4,854,269 4,801,841 52,428 1%

Assets The department holds an extensive asset portfolio valued at $4.8 billion, predominantly relating property, plant and equipment including $2.9 billion infrastructure assets and $1.2 billion heritage and cultural assets as set out below.

17 NPSR Annual Report 2016-17

Property, plant and equipment 2017 2016 Property Plant and Equipment - 30 June 2017 $000 $000 Land 383,977 367,040 Plant and Equipment and Assets Land Under Construction 8% Buildings 216,806 210,644 1% Buildings Infrastructure1 2,912,790 2,858,590 4% Heritage and cultural2 1,246,986 1,290,463 Heritage and Plant and equipment 26,306 26,249 cultural 26% Assets under construction 25,248 12,251 Total 4,812,113 4,765,237

Notes: 1. Infrastructure Assets include facilities constructed on National Parks land estate and sport and recreation facilities .

2. Heritage and Cultural Assets mainly relates to National Parks land Infrastructure 61% estate.

Liabilities The department’s liabilities include amounts owed to suppliers, amounts owing to employees for leave entitlements and debt. It also includes $15.6 million for the management of the Curtis Island Environmental Management Precinct. Total liabilities for the department are consistent with past trends.

Comparison of 2016-17 Actual Financial Results with 2016-17 Budget

2017 2017 Variance Variance

Actual Original Budget Increase Increase (Decrease) (Decrease) $’000 $’000 $’000 % Statement of Comprehensive Income Total income from continuing operations 361,056 399,245 (38,189) (10%) Total expenses from continuing operations 388,334 400,719 (12,385) (3%) Increase in asset revaluation surplus 81,513 - 81,513 100% Total comprehensive income (deficit) 54,235 (1,474) 55,709 (3779%) Statement of Financial Position Total assets 4,896,981 2,758,379 2,138,602 78% Total liabilities 42,712 44,958 (2,246) (5%) Total equity 4,854,269 2,713,421 2,140,848 79%

The 2016-17 financial statements include a budget versus actual comparison in Notes 20 and 21 of the statements.

Major variances include:  Lower appropriation funding for grants and subsidies due to the carryover of funds to future years for racing infrastructure grants and various sport and recreation grant programs as well as the reduction in depreciation expenditure funding required attributable to the new road infrastructure revaluation methodology  Unbudgeted grant and other contributions included funding received from the Department of Transport and Main Roads for the Townsville Ring Road program and ex-HMAS Tobruk project funding  Unbudgeted revaluation increments and decrements as a result of the property, plant and equipment valuation program  Land transfers to external parties for joint management of national parks.  Increase in assets and equity can be attributed to the application of the new revaluation methodology to road infrastructure assets.

18 NPSR Annual Report 2016-17

Services The cost of providing our services compared to the estimates published in the Service Delivery Statement (SDS) are set out in the chart below:

2016-17 Expenses 2017 2017 2016-17 Expenses by Service by Service Actual Budget Variance $000 $000 $000 $000 $300,000 Increase/ $250,000 (Decrease) National Parks 254,405 225,082 29,323 $200,000 Sport 122,826 145,038 (22,212) $150,000 Racing 11,103 30,599 (19,496) 2016-17 Total Expenses 388,334 400,719 (12,385) $100,000

$50,000

$0 National Parks Sport Racing

2017 2017 Actual Budget

The 2016-17 total operational expenditure for National Parks exceeded budget by $29.3 million predominantly due to an unbudgeted revaluation decrement ($43.3 million) related to protected area land estate, transfers of land to external parties for joint management ($8.8 million) and lower depreciation and amortisation resulting from the adoption of the new valuation methodology for the valuation of road structures ($21.0 million).

The reduced Sport and Recreation expenditure against budget ($22.2 million) relates primarily to carryover of various sport and recreation grant program funding to future years as the department is reliant upon third party claims. Racing expenditure was lower compared to budget ($19.5 million) mainly due to the carryover of racing infrastructure grants to future years ($22.2 million).

Administered activities Administered activities are those undertaken on behalf of the Queensland Government. The department collects a range of regulatory fees associated with permits for commercial activity in or near parks. In addition, the department also administered funds on behalf of the State, including for Stadiums Queensland to support the maintenance and operation of its nine international standard sporting and entertainment facilities. In 2016–17 the Queensland Government, through the department administered accounts, provided funding of $64.3 million to Racing Queensland, the Queensland Racing Integrity Commission and Stadiums Queensland.

19 NPSR Annual Report 2016-17

Our performance

Objective 1—Queensland’s outstanding parks and forests are protected, enjoyed and cherished now and into the future, enhancing Queenslanders’ wellbeing and prosperity The way the department meets this objective is to:  conserve natural and cultural values on parks and forests  deliver field management in the Great Barrier Reef Marine Park and Great Barrier Reef Coast Marine Park in partnership with the Australian Government  facilitate ecotourism, recreation and heritage experiences within parks and forests  provide protected area services in partnership with Traditional Owners and Indigenous communities  manage parks and forests permissions to provide sustainable environmental, economic and social benefits to the Queensland community.

Key performance indicators  Improving national parks’ natural, cultural and presentation values towards target conditions.  Hazard reduction through the Queensland Parks and Wildlife Service fire management program to protect life, property and biodiversity.  Departmental contribution to performance of the Great Barrier Reef Field Management Program.  Efficient delivery of infrastructure projects on Queensland Parks and Wildlife Service managed estate.  Protected areas managed under cooperative management arrangements with Traditional Owners.  Enjoyment of Queensland’s protected areas by the community.

2016–17 2016–17 Service standards Notes target/ actual estimate

Percentage of the Protection and Wildfire Mitigation Zones prescribed 1 90% 100% burning target achieved on Queensland Parks and Wildlife Service (QPWS) managed estate to protect life and property.

Area of the QPWS managed estate with fuel loads reduced by planned 2 630,000 694,958 burning, to reduce fire risk to life and property and protect biodiversity. ha ha

Number of overnight camper stays hosted on national parks and forests. 3 1.3 million 1.35 million

Delivery of park management infrastructure projects on QPWS managed 4 80–100 87 estate, as measured by the capital works activity index.

Delivery of visitor and tourism facility infrastructure projects on QPWS- 4 80–100 105 managed estate, as measured by the capital works activity index.

20 NPSR Annual Report 2016-17

Notes: 1. This service standard focuses on protecting key community interests i.e. specifically identified critical areas close to residences and other urban zones. Each year, 20% of the QPWS Estate Protection and Wildfire Mitigation Zones are scheduled for hazard reduction prescribed burning. This service standard will be discontinued from 1July 2017 and replaced by a new service standard which measures, in addition to prescribed burning, other fuel management treatments (including mowing, slashing and mulching) which can now be recorded and reported through the department’s FLAME system. 2. This service standard reflects the 2009 Victorian Bushfires Royal Commission recommendation that a 5% target for prescribed burning of public land should be established, to decrease fuel loads and thus reduce the spread and intensity of bushfires. The 2016-17 target/estimate reflects approximately 5% of the QPWS managed estate. In 2016-17, QPWS exceeded the target despite the unfavourable weather conditions during the year. 3. This service standard measures how effectively the department achieves the National Parks service area’s objective of facilitating access to ecotourism, recreation and heritage experiences in national parks and forests. (This data is calculated from the number of overnight camper stays hosted on QPWS managed parks and forests). 4. The capital works activity index is calculated by averaging the percentage of capital works projects completed and the percentage of capital works budget expended. An index result between 80 and 100 indicates the efficient delivery of the majority of the planned infrastructure projects. These service standards have been discontinued for the 2017-18 reporting period as they are not considered measures of efficiency under the Queensland Government Performance Management Framework. The department will continue to report both qualitative and quantitative information relating to a broad range of park management and visitor facilities across Queensland’s parks and forest estate through its Annual Report.

Our program of work

Protected Area Strategy Nature Conservation Act 1992 changes In 2016–17, the department, in conjunction with the Department of Environment and The Nature Conservation Act 1992 (NCA) Heritage Protection, continued to develop the aims to achieve the conservation of nature, Protected Area Strategy, which aims to including Queensland’s national parks and expand and effectively manage the state’s other protected areas. protected area system. Some amendments made to the NCA in 2015– The draft Protected Area Strategy outlines the 16 by the Nature Conservation and Other key principles that form the foundation of Legislation Amendment Act 2016 commenced Queensland’s management approach to, and on 1 July 2016. These changes reinstated: aspirations for, its terrestrial protected areas.  the former national park (scientific) class The draft strategy also identifies a suite of of protected area, which had been actions, existing and proposed, for sustainably amalgamated with national parks growing and managing Queensland’s  the former conservation park and terrestrial protected area system. resources reserve classes of protected area, which had been amalgamated to The draft strategy was released for public form regional parks consultation in early 2017 with submissions  the management principles for these areas received from a range of stakeholders and the and removed the regional park class, general community. The outcomes of the which became redundant. consultation will help inform the development of the final strategy, which aims to identify innovative approaches to support the Protected area tenure, classification and expansion and effective management of the zoning protected area system and maximise returns The department provides expert input into on government funding and resourcing. protected area acquisitions, dedications and revocations, and maintains the currency of

21 NPSR Annual Report 2016-17 marine park zoning plans and declared fish public consultation on the future directions habitat area plans to ensure appropriate levels for the Great Sandy Marine Park Zoning in of protection and sustainable use. 2017–18.  Declared two new Fish Habitat Areas In 2016–17, the department secured and (FHA) at Calliope River (Gladstone) and conserved representative and resilient Leekes Creek (Great Keppel Island), and samples of the state’s biogeographical regions significantly expanded the existing Fitzroy as national park. QPWS delivered estate River declared FHA (Rockhampton) to management, planning and asset works to include Balaclava Island and surrounding support a net increase to the protected area wetlands. estate of 105,898 hectares. This included four new national parks, the transition of key The two new declared FHAs have Indigenous parcels of land to a higher level of protection language names—Balban Dara Guya (Leekes and new land acquisitions. Creek) and Dē-răl-lĭ (Calliope River). The declarations increased the number of FHAs to The new 40,350 hectare Bromley (Ampulin) 72 and the total area of the FHA network by and 10,680 hectare Bromley (Kungkaychi) 4% to 1.2 million hectares. They also deliver National Park Cape York Peninsula Aboriginal on the government’s commitment to protect land (CYPAL) were dedicated on 17 May the Fitzroy delta as part of the Reef 2050 2017. Long-Term Sustainability Plan. The new 37,270 hectare Wuthathi (Shelburne

Bay) National Park (CYPAL) was dedicated on 16 December 2016. Protected area management planning The former Mount Jack Station was dedicated Park-level management instruments as the new 16,490 hectare Ngaynggarr (management plans and statements, National Park (CYPAL) on 28 October 2016. conservation plans and recovery plans) are crucial to the effective management of national On 16 December 2016, two national parks parks and other protected areas. were converted to National Park (CYPAL) – these were Wuthathi (Saunders Island) As at 30 June 2017, all protected areas National Park (CYPAL) and Wuthathi (Sir managed solely by QPWS, including national Charles Hardy Group) National Park (CYPAL). parks and conservation parks, had, or were on track to have, a current management Multiple tenure changes came into effect on 1 instrument in place within one year of their July 2016 following reforms to the Nature dedication. New protected areas declared in Conservation Act 1992. In addition 280 2016–17 include Dinden, Girringun and Noosa regional parks were re-classified as 229 conservation parks. conservation parks and 51 resources reserves. In addition, nine national parks were given the In accordance with the department’s Values added protection of National Park (Scientific) Based Management Framework (see page including: Capricornia Cays; Dipperu; Epping 45), certain protected areas have been Forest; Keppel Bay Islands; Mount Abbot; identified as requiring a more comprehensive Mount Bauple; Palmgrove; Raine Island; and management plan. During the reporting period, Taunton national parks. the department progressed work on new management instruments for some of In 2016–17, the department took the following Queensland’s iconic parks, including the Great actions to support the conservation and Sandy, Carnarvon, Boodjamulla, Hinchinbrook management of state marine and coastal Island, Lamington and Daintree national parks. areas.  Reviewed the Marine Parks Regulation 2006 to guide its renewal for a further 10 Fire management years to support the long term management of marine parks. The department undertakes fire management  Progressed data collection and on the QPWS-managed estate to protect life, assessment to contribute to the review of property and biodiversity. In August and the Great Sandy Marine Park Zoning Plan. September 2016, more than 1,500 delegates This process led to the development of the attended the Australasian Fire and Emergency first broad scale habitat map for the Services Authorities Council conference marine park supporting enhanced supported by QPWS and Queensland Fire and understanding and planning. Emergency Services (QFES). QPWS delivered  Prepared documentation to support the presentations on cooperative Indigenous fire

22 NPSR Annual Report 2016-17 management in Far North Queensland and the bitou bush as well as feral goats, pigs and management of fire across coal seam gas horses to protect the key values on ten of the landscapes and hosted field trips, providing state’s most iconic protected areas. QPWS delegates with insights into Queensland fire also implemented a new web-based IT system management challenges. which is now fully operational and supporting QPWS pest management processes, planning During 2016–17, QPWS implemented 287 and reporting. planned burns and responded to 343 wildfires. The department exceeded its planned burn QPWS also contributed to a number of other target, and delivered prescribed burning on large-scale collaborative projects including the 694, 958 hectares (or 5.3% of the QPWS Nest to Ocean Turtle Protection Program and managed estate) with a particular focus on the Queensland Feral Pest Initiative project improved hazard mitigation and early seasonal which evaluates alternative broad-scale control burning ahead of the fire season. tools and strategies for feral cats. In 2016–17, as part of its risk management In November 2016, QPWS Northern Parks and prioritisation, QPWS committed more than Forests pest management team was $0.7 million to upgrade and maintain high recognised at the Weed Society of priority urban interface fire lines in key Queensland’s 5th Queensland Pest Animal locations in South East Queensland. QPWS Symposium, winning the society’s biennial continued to undertake both cooperative fire Pest Animal Team award for its contribution to planning and joint planned burning operations pest animal management in Queensland. with neighbouring landholders, QFES and

Rural Fire Service volunteers. Species and ecosystems conservation, The department exceeded its Protection and recovery and restoration Wildfire Mitigation Zones target, delivering 101 prescribed burns on these areas. It also As part of its fire and pest management worked collaboratively with QFES to programs, the department prioritises QPWS implement the RediPortal system to support management actions that support the recovery planning and implementation of planned and restoration of threatened species. burning operations and further reduce the In 2016–17, QPWS authored, or co-authored, bushfire risk in key urban interface areas. at least 11 published papers and posters on QPWS maintains a well-trained and equipped subjects including: workforce to manage fire on parks and forests,  restoration of ecosystems with 408 fire-trained staff and a fire fleet which  island biosecurity includes 207 slip-on fire units, predominantly  fire ecology and management of light attack 4WD fire vehicles. In 2016–17, threatened species and their habitat QPWS delivered 32 enhanced fire training  acoustic monitoring for conservation courses to 342 ranger staff including National management Incident Management qualifications and  life history characteristics and population QPWS planned burning and fuel hazard dynamics of threatened species with courses. presentations given at various conferences including the Queensland Pest Animal Symposium and Australasian Pest management Systematic Botany Society Conference. The department works closely with Data obtained during QPWS monitoring neighbouring landholders, other Queensland programs directly contributed to the recent Government agencies, local governments and reclassification of three threatened species— conservation partners to deliver effective and wedge-tailed shearwater, New Caledonian collaborative pest management. fairy tern and ghost bat. In 2016–17, approximately $8.4 million was During the reporting period, the department invested to manage pests, including more than contributed to the development of guidelines $900,000 million for Strategic Pest for managing fire in endangered northern Management Program projects targeting bettong habitat. The guidelines were priority pests. Key pest outcomes delivered developed and produced by the Queensland during 2016–17 included delivery of the ‘Pests Department of Environment and Heritage on Priority Parks’ initiative which targeted a Protection as part of the Bettongia tropica range of pest plant and animal species population status, viability and impacts of fire including miconia, rubber vine, pond apple and project, in collaboration with the World Wildlife

23 NPSR Annual Report 2016-17

Fund (WWF), QPWS and James Cook In 2016–17, the Be Dingo-Safe messaging University. The project was funded through the was reinforced through a range of approaches Australian Government's Caring for Our including face-to-face briefings, appropriately Country grants program, administered by located signage, the distribution of factual WWF. information via brochures and the department’s website, and the use of social The department also continued media. implementation of the adaptive management strategy (developed in 2015–16) for seabirds Temporary dangerous dingo signs were on Raine Island National Park. installed at popular visitor sites, when the potential for an adverse human-dingo Many of these programs involved dedicated interaction was identified. Temporary camp volunteers and/or partnerships with zone closures were implemented, particularly universities, catchment management groups, along the eastern beach, to reduce negative special interest groups and neighbouring human-dingo interactions. landholders and have achieved positive outcomes as a result of this collaborative The Fraser Island Dingo Research Program approach. administered by the Department of Environment and Heritage Protection will

inform future QPWS best practice Nest to Ocean Turtle Protection Program management. The Nest to Ocean Turtle Protection Program provides grant funding for projects that aim to Parks and forests asset management reduce the threat of predation on marine turtle nests. QPWS has responsibility for a broad range of park management and visitor facilities across Since it began in 2014, the program has Queensland’s parks and forests estate, provided $5.3 million in grant funding for 16 including 2,072 kilometres of walking tracks, projects. The predation of turtle nests has 48,040 kilometres of roads, 543 bookable been reduced from an estimated 70–100% to camping areas and 208 day use areas, as well 7%, demonstrating the effectiveness of as visitor centres, offices, work bases and targeted predator control and exclusion employee housing. activities at turtle rookeries. In 2016-17, the department invested more In 2016–17, $1.1 million in funding was than $24.2 million in infrastructure and plant provided to projects to expand protection for and equipment to support parks and forests priority turtle rookeries on the west coast of conservation and visitor experiences. This Cape York and in the Torres Strait. Grant included: recipients include Cape York Natural Resource  improved park access at Blackdown Management Ltd, Aak Puul Ngantam Cape Tablelands, Capricorn Coast, Chillagoe- York and the Torres Strait Regional Authority. Mungana, Conondale, Fort Lytton and Traditional Owner and community participation Girramay national parks. in turtle monitoring and predator control  visitor facility and amenity upgrades for the activities is a key priority for the program. All Peach Trees camping and day use area in current projects involve implementation by Jimna State Forest; Kalpowar Crossing Indigenous Land and Sea Ranger groups, camping area in Rinyirru (Lakefield) community volunteers and natural resource National Park (CYPAL); Dandabah day management bodies. use area and information centre in Bunya Mountains National Park; Redrock

camping area in Byfield State Forest; and Fraser Island dingo management the coastal walking track in Noosa National Park. The Fraser Island Dingo Conservation and Risk Management Strategy continues to guide  improved remote park accommodation and associated facilities at Heathlands the contribution of QPWS programs that Conservation Park; and Astrebla Downs support a sustainable and healthy dingo population on Fraser Island, engage the and Girringun national parks. Butchulla Traditional Owners and maintain the In addition to new works, the maintenance of safety of the island’s residents, business existing infrastructure on protected areas operators and visitors. contributes to the continuing protection of parks and enhances the quality of visitor

24 NPSR Annual Report 2016-17 experiences. QPWS uses a Strategic Asset assisted rangers with wildlife care (some Management System to help identify, quantify on a weekly basis as part of their tertiary and prioritise its asset maintenance tasks and studies), Junior Ranger holiday programs to support the provision of well maintained, and special events. safe, high-quality infrastructure for the public. During the reporting period, volunteer partners The annual asset maintenance program also provided practical support for a range of requires significant investment of the park management activities across the state. department’s financial and staff resources. Overall infrastructure maintenance funding on  More than 600 volunteers collected the QPWS estate is benchmarked against around 1,000 bags of rubbish during 4WD minimum standards recommended in the Queensland’s annual beach clean-up on Queensland Government Maintenance Fraser Island. Management Framework. Key initiatives  The Great Barrier Reef marine animal include: stranding program partnered with 13  statutory and policy obligation community and Indigenous organisations maintenance such as asbestos and a number of individual volunteers assessments and building-related fire and from Cooktown to Gladstone, to respond electrical inspections to 58% of reported strandings.  repairs and inspection of critical  Seagrass Watch, a global seagrass infrastructure such as lookout platforms monitoring program, and Cooloola  a regular program of building condition volunteers monitored seagrass health in assessments the south Great Sandy Strait; while in  addressing specific building risks including north Queensland, James Cook those identified in condition assessments University undertook deep water such as building repairs. seagrass research/monitoring.  Lower Mary River Land and Catchment Care Group weeded and collected marine Volunteering debris in the northern section of the Great The department continues to rely on the Sandy Strait Islands to help improve generosity of dedicated individuals and wildlife habitat. community groups who volunteer their skills  Jacobs Well Fishing Club, and Moreton and expertise to help manage national parks. Bay’s long-running annual clean up In 2016–17, more than 150 volunteer initiative Clean up the Pin removed programs and community partnerships hundreds of tonnes of marine debris. operated in more than 110 parks and forests.  Cassowary Coast Regional Council and More than 970 registered volunteers Conservation Volunteer Australia teams contributed an estimated 96,000 hours from Innisfail to Mission Beach removed (approximately 12,000 days) to diverse two trailer loads of marine debris from a activities including pest management, 3km stretch of beach on Kennedy Bay in revegetation, research, interpretation, track Hull River National Park. maintenance, marine animal stranding  Bushwalking Queensland Incorporated response and campground hosting. and Federation Mountain Rescue Dedicated volunteers provided support to the members volunteered approximately 100 three QPWS Gateway Visitor Centres. hours of work, which involves assisting  51 volunteers provided a record 4,262 QPWS with walking track assessments hours in support of visitor experiences and across a 160km track network and conservation activities for the turtle nesting helping Emergency Services locate lost and hatching season at Mon Repos Turtle bushwalkers in the park’s remote areas. Centre, a signature ecotourism experience in the Southern Great Barrier Reef and Bundaberg region. Partnerships in conservation  29 volunteers assisted rangers at The department continued to work in Walkabout Creek Discovery Centre in partnership with conservation groups to Brisbane, acting as roving hosts meeting manage key habitats and protect endangered and greeting visitors and participating in species. community education events in the wildlife centre and also assisted with general care The Raine Island Recovery Project aims to of the centre and the surrounding park. protect and restore the island’s critical habitat to ensure the future of key marine species,  70 volunteers at David Fleay Wildlife Park including green turtles and seabirds.

25 NPSR Annual Report 2016-17

For more information see page 27. Reef Protection Program expansion project In 2016–17, the department worked with the The Queensland Government’s Significant Save the Bilby Fund at Currawinya National Regional Infrastructure Projects Program Park to improve the enclosure’s flood (SRIPP) provided QPWS with $2.375 million to resistance and its reliability to exclude invest in an expanded public mooring and reef predators. This work will continue in 2017-18, protection program in the Great Barrier Reef and will allow re-population of bilbies into the World Heritage Area over 2016–2019. predator proof enclosure. These funds are being used to build upon the During the reporting period, in a joint initiative existing network of 123 public moorings and with the Australian Wildlife Conservancy, a 144 reef protection markers, collectively new night parrot population was discovered at referred to as the Reef Protection Program. Diamantina National Park and Goneaway This new investment will provide for the National Park. Protection actions, including the installation of approximately 100 new public establishment of a restricted access area, moorings and 150 reef protection markers at increased on-ground presence, research and popular reef and island locations. In 2016–17, monitoring, and the removal of old fences, 20 new public moorings and 20 reef protection commenced in Diamantina and Astrebla markers were installed in the Cairns and Downs National Parks. Keppel Bay areas and planning commenced for additional public moorings and reef The department also entered into an offset protection markers to be installed in the management agreement with the Department Whitsundays and Capricorn Cays during of Transport and Main Roads to protect habitat 2017–18. on the Bohle Plains for the nationally endangered southern sub-species of the Public moorings promote and provide safe, black-throated finch, as an offset condition of convenient and sustainable access at high use the Townsville Ring Road Stage 4. destinations by reducing the need for boat users to drop their anchor. Reef protection

markers are used to clearly designate no State Commonwealth Great Barrier Reef anchoring areas, mitigating the risk of anchor Joint Field Management Program damage particularly on sensitive island fringing reefs. Together, they achieve ongoing The Great Barrier Reef Joint Field protection and provide for sustainable use of Management Program is undertaken by the the reef’s most popular dive and snorkelling QPWS Great Barrier Reef and marine parks destinations, visited by both tourists and region, in collaboration with the Great Barrier recreational boat users. Reef Marine Park Authority (GBRMPA).

The program’s 2016–17 annual business plan and five-year business strategy are aligned Crown-of-thorns starfish with the Reef 2050 Long-Term Sustainability The crown-of-thorns starfish (Acanthaster Plan. During the reporting period, practical planci) is native to coral reefs in the Indo- actions were delivered to assist protection of Pacific region. On healthy coral reefs, the important marine and island ecosystems and coral-eating starfish plays an important role by to maintain the reef’s popular natural tourism feeding on the fastest growing corals, allowing destinations. These included on-ground and slower growing coral species to form colonies. in-water management activities, responding to However, starfish outbreaks pose one of the a second coral bleaching event and the most significant threats to the Great Barrier impacts of Tropical Cyclone Debbie, as well as Reef. Australian Institute of Marine Science ensuring that key tourism and recreational research indicates that coral cover on sites were maintained and kept available for surveyed reefs has declined by approximately use by tourists and local residents. 50% over the past 30 years and crown-of- The 2016 Periodic Review of the Great Barrier thorns starfish are responsible for almost half Reef Joint Field Management Program of this decline.4 progressed with the development of a report by the Strategy Group for presentation to the GBR Ministerial Forum for consideration. 4 De’ath et al. (Australian Institute of Marine Science), The 27-year decline of coral cover on the Great Barrier Reef and its causes, Proceedings of the National Academy of Sciences, October 2012, Vol 109 no. 44.

26 NPSR Annual Report 2016-17

Crown-of-thorns starfish surveys continued QPWS and GBRMPA conducted initial in- south of Cairns, building on comprehensive water surveys of the Whitsundays Islands in survey work conducted in the previous early April 2017 one-week post the event. A reporting period. In 2016–17, 1,070 manta total of 100 reef health impact surveys impact tows were conducted covering 212 km, and assessments were conducted by eight staff at 247 reef health impact surveys were high commercial visitation areas as in-water undertaken. Of the 12 reefs surveyed, all 12 visibility was extremely poor. These surveys target locations were identified as having have revealed that some sites have suffered populations above outbreak levels. For genetic significant damage and are down to very low research purposes, the Field Management coral cover, while others received less damage Program obtained 82 crown-of-thorns starfish and still have moderate coral cover. samples from these locations. In June 2017, QPWS conducted additional in- Broad-scale manta tows were conducted along water surveys at Australian Institute of Marine the entire reef margins. Vessel tenders were Science Long Term Monitoring Program sites used for close-in work in shallow areas to and other mid-shelf/offshore reef locations in allow rapid detection of areas of high coral the very destructive region, 30 nautical miles cover and high crown-of-thorns presence either side of the path of Tropical Cyclone and/or scarring. Debbie. A total of 159 reef health impact surveys assessments were completed by the During the reporting period, the department QPWS crew on-board. Spatially, these supported the Association of Marine Park assessments covered a total of 13 reef Tourism Operators’ (AMPTO) crown-of-thorns locations. Similar to severe tropical cyclones culling program at remote locations not visited Yasi and Hamish, patchy damage was by AMPTO. QPWS staff were also involved in observed across the swathe of the cyclone actions to maintain live coral cover including path in the very destructive region. Damage the lethal injection of 4,950 crown-of-thorns ranged from whole coral colonies forming starfish on two reefs in the southern GBR. extensive rubble deposits across reef flats and deposited over crests, to reef structure completely displaced and broken away. Coral bleaching Deposition of large coral bommies (Porities Between February–April 2017 the sea surface sp.) on top of reef flats was also observed at temperatures recorded in the central parts of low tide in addition to formation of coral rubble the Great Barrier Reef were 0.5–3 degrees cays at some locations. higher than long-term monthly averages. Coral Studies following previous extreme weather bleaching occurs when water temperatures events revealed that even within severely increase and the relationship between the damaged reefs, there were often areas that coral and tiny marine algae (zooxanthellae that are relatively undamaged. These areas are live inside the coral’s tissue), is broken. The critical for providing the next generation of coral begins to bleach without the corals and assisting with reef recovery. zooxanthellae and most corals starve. Coral bleaching is predicted to become more severe and frequent as the climate changes. The Raine Island Recovery Project 2017 coral bleaching event was the second successive event of its kind. Raine Island is a 21 hectare coral cay at the northern end of the Great Barrier Reef which QPWS reported incidents of coral bleaching has international conservation significance as observed while conducting normal operations a major breeding location for seabirds and to the Great Barrier Reef Marine Park turtles. Authority and conducted further spot checks on reefs between Lizard Island and Townsville. The Raine Island Recovery Project is a five- year pioneering public-private collaboration On 28 March 2017, severe Tropical Cyclone between BHP, the Queensland Government, Debbie (Category 4) crossed the Queensland the Great Barrier Reef Marine Park Authority, coast at Airlie Beach. Based on the cyclone’s the Wuthathi Nation and Kemer Kemer Meriam characteristics, it was predicted that there was Nation (Ugar, Mer, Erub) Traditional Owners, likely to be a high level of damage to reefs, and the Great Barrier Reef Foundation islands, mangroves, seagrass meadows and (GBRF). The project aims to protect and other marine systems located along the restore the island’s critical habitat to ensure cyclone’s path. the future of key marine species, including green turtles and seabirds.

27 NPSR Annual Report 2016-17

BHP has committed $5.495 million through the The 24-metre open-ocean vessel Reef Ranger GBRF, with the Field Management Program has continued to deliver significant operational committing more than $2.5 million for in-kind efficiencies since its launch in 2014. The support. design of a second 24-metre vessel is well advanced and construction is expected to In 2016–17, seven working trips and two commence in 2017–18. delegates’ trips were undertaken to Raine Island. The focus of these trips was to monitor the reproductive success of turtles in the Queensland Ecotourism Plan and section of beach previously re-profiled to ecotourism facilities increase hatching success. Research activities included geomorphological investigations on Tourism is a $23 billion industry for sand budgets and changes to the island to Queensland, generating $55.3 million per day inform future sand re-profiling works, in overnight visitor expenditure across the autonomous seabird monitoring via ‘listening state, and supporting almost 220,000 jobs. stations’, and the tagging of three turtles with Ecotourism is a key sector of the broader satellite trackers. Adaptive management tourism experience in Queensland, actions included the installation of an encompassing nature-based experiences that additional 100 metre of cliff top fencing increase visitor appreciation and (bringing the total to 1,100 metres) to further understanding of natural and cultural values. reduce adult turtle mortality from cliff falls, and As national parks and marine parks are a a trial of artificial nesting boxes for red-tailed significant contributor to the Queensland tropicbirds. ecotourism economy, the department is lead agency for the whole-of-government The project facilitated the employment of Queensland Ecotourism Plan (2016–2020). Traditional Owners for 140 trip days to assist in delivering on-ground works. The project The plan, released in September 2016, aims to team also developed the Raine Island position Queensland as an internationally Recovery Project Traditional Owner celebrated ecotourism destination, delivering Engagement Plan and undertook engagement world-class interpretation and experiences that activities with schools in Torres Strait and support the conservation of special natural Lockhart River communities. places and unique Indigenous and cultural heritage. During the reporting period a number

of actions were implemented to support the Compliance in the Great Barrier Reef plan including progressing best practice, low- impact ecotourism investment opportunities In 2016–17, there was an increase in the and delivering a streamlined and consumer- number of illegal recreational fishing offences focussed online experience for Queensland’s on the Great Barrier Reef, which places protected areas. significant pressure on the reef’s resilience. As a result, QPWS officers participated in a multi- agency response to curb this behaviour and Daisy Hill koala bushland maintain the integrity of the marine park. In 2016–17, the department undertook a Utilising the Field Reporting System adopted master planning exercise to address across the Great Barrier Reef Region and the community expectations for improved facilities Field Management Program, along with the and improve management coordination across increasing use of new technologies (such as the area’s multiple reserve tenures that make tablets), has continued to reduce time spent up Daisy Hill Koala Bushland including Daisy reporting on compliance trip outcomes and Hill Conservation Park and Venman Bushland investigations of non-compliance. National Park. In 2016–17, compliance activities focussed on Following valuable input from the community maintaining the integrity of the zoning plan and and a wide range of stakeholders, the final World Heritage values and encouraging user Daisy Hill Koala Bushland Directions Paper compliance. This included 674 days dedicated (the Directions Paper) and the Daisy Hill Koala to compliance patrols on vessels, 10 land- Bushland Action Plan (the Action Plan) were based days and 73 flight-based days. There released in June 2017. The Directions Paper were 905 offences reported in 2016–17— will guide the area’s management, use and resulting in 43 infringement notices, 88 caution enjoyment over the next 10 years. The notices, 411 advisory letters, 14 warning Queensland Government has committed $3.3 notices and 32 court prosecutions. million to deliver key improvements in the lead

28 NPSR Annual Report 2016-17 up to the Commonwealth Games and Visitor attraction and communication commence planning and design works to The department continues to support the guide future investment. Queensland Government’s tourism objectives through the Queensland National Parks Keep Discovering brand platform, which was Commercial tourism authorities on parks developed in collaboration with Tourism and and forests Events Queensland and key tourism and The department supports tourism through recreation stakeholders. administration of permits and agreements for In 2016–17, the department engaged with tourism activities including guided tours, tag- customers and inspired national parks along tours, scenic flights and events. In visitation through a presence at key events 2016–17 the department administered 500 such as the Caravan, Camping and Touring active permits for commercial activities and Supershows held in Queensland, Victoria and events across Queensland, including whale New South Wales. watching in marine parks. The department produced a range of new The Queensland Eco and Sustainable Tourism visitor brochures including: (QuEST) policy delivers a policy framework for  Journey Guides to Sandstone Belt ecotourism operators accessing high visitation (Central Queensland) and South West protected areas. It aims to deliver business Queensland Mulga Lands. certainty for operators, best practice standards, opportunities for growth and  Discovery Guides for Green Island streamlined administration. (English, Japanese and Chinese versions), Moreton Island, Hinchinbrook In 2016–17, the department identified Island, Noosa, Blackall Range (Kondalilla), additional capacity for commercial guided tour Bribie Island, Lamington, Carnarvon operations at 12 sites on Fraser Island, which Gorge, and D’Aguilar national parks. the department intends to release to the  Driving in sand safety guide, Great Sandy market through an expression of interest Marine Park boaties quick guide, Mon process in 2017–18. The department Repos Turtle Watching Guide, Dingo commenced QuEST implementation for Safety Guide and a camping booking Moreton Island in 2015–16 and during the information Guide. reporting period continued discussions with  Keep Discovering communications were commercial tourism operators to transition also extended through travel media and them to long-term agreements. publicity opportunities. The department uses interpretive signage Events on protected areas throughout the protected area estate for safety, educational, legislative or entry In 2016–17, the department supported a range purposes. Interpretive signage can use of sustainably managed arts, culture and symbols or text or a combination of both to sporting events on parks and forests. communicate a message. During the reporting Significant cultural events hosted, or partially period, the department produced interpretive hosted, on the QPWS managed estate signs across the state including: included the Woodford Folk Festival, Noosa  Ex-HMAS Tobruk viewing area Food and Wine Festival and the Island  smoking bans in national parks Elements Festival on Stradbroke Island.  Welcome to K’gari (Fraser Island) Sporting, fitness and wellbeing events hosted  Daisy Hill Trail Head on parks and forests included:  Tropical Cyclone Debbie temporary  Oxfam Trailwalker and Kokoda challenge response events in D’Aguilar National Park.  water safety promotional campaign  Great Pyramid Race and Country Fair at targeting backpackers in northern Wooroonooran National Park. Queensland.  Mates4Mates adventure and rehabilitation During the reporting period, the department challenges supporting injured or ill continued to implement the QPWS digital Australian Defence Force members and marketing strategy and strengthened their families. engagement with national parks’ customers These activities delivered community, through Facebook, Instagram and YouTube. economic and well-being benefits to these As at 30 June 2017, QPWS is one of the regional areas. leading Australian national parks service

29 NPSR Annual Report 2016-17 presences across social media platforms. In Small Business and the Commonwealth an increasingly competitive environment, Games, won the rights to scuttle the QPWS maintains its position as a leading Commonwealth Department of Defence agency on Instagram and Facebook as these decommissioned vessel ex-HMAS Tobruk, in platforms continue to grow in popularity and Hervey Bay. evolve as marketing and communication tools. The ship was handed over to the department on 14 December 2016 and work has begun to transform the vessel into an artificial reef and Gateway visitor centres world class dive site. Long-term investment in the department’s The Queensland Government is contributing three Gateway Visitor Centres (David Fleay $8 million to the project with the Bundaberg Wildlife Park; Mon Repos Turtle Centre; and and Fraser Coast Regional Councils Walkabout Creek Discovery Centre) is guided contributing $2.25 million. by concept master plans and directions papers developed in consultation with the community. QPWS appointed a team to prepare and In 2016–17, key capital and operational scuttle the vessel to ensure it provides a safe initiatives were delivered in support of the and enjoyable diving experience, to remove Gateway Visitor Centre visions. hazardous and polluting materials, and to select its final resting place. At Walkabout Creek Discovery Centre, an ecotourism operator was appointed to hire The community and tourism industry have paddle craft, mountain bikes and mini- been actively engaged in the project through Segways. In response to the increasing stakeholder meetings, use of social media, popularity of the centre, planning commenced and interpretative signage at viewing areas. for a new southern access roadway, It is anticipated the ex-HMAS Tobruk will be pedestrian and activity trail and additional car open for public access as a premier dive parking. location in Queensland in early 2019 and will At David Fleay Wildlife Park, the department provide ongoing economic benefit and jobs for continued to expand educational programs. the Wide Bay area. Visitor attraction strategies resulted in 17.4% growth in visitor numbers to the park over the past two years. In support of the Gold Coast Recreational activities on parks and forests Commonwealth Games in 2018, David Fleay The department supports a diverse range of Wildlife Park partnered with Kayak the Gold Coast and Jellurgal Cultural Centre to develop active and healthy outdoor experiences on a new eco-tourism package—Heart of Gold terrestrial parks and forests and marine parks, including bushwalking, swimming, diving, four- Coast (see Page 39). wheel driving, cycling, canoeing, horse riding,

trail-bike riding and rock climbing. The Mon Repos Turtle Centre continued to be a signature tourism destination for the In 2016–17, QPWS worked in partnership with Bundaberg area with the 2016–17 hatching mountain biking groups across the state to season attracting approximately 30,457 support the development, upgrade and visitors. The conservation park saw good maintenance of trails on a number of state hatching success despite significant impacts forests and national parks including on mortality caused by high temperatures Broadwater and Passchendaele State during the incubation period. The department Forests in the Granite Belt and the Beerwah commenced a $10 million redevelopment of State Forest and Tewantin National Park in the the centre, funded through the Significant Sunshine Coast area. Regional Infrastructure Projects Program. Project architects and interpretive consultants The department progressed significant were engaged to prepare concept designs and recreational initiatives including the Nerang market sounding was progressed to identify mountain bike trails for the Gold Coast potential commercial opportunities for the new Commonwealth Games 2018 (see Page 39) centre. and new public moorings on the Great Barrier Reef (see Page 26).

The department continues to work Ex-HMAS Tobruk—from wreck to reef collaboratively with stakeholders to: In 2016, the department, in conjunction with  prepare for the September 2017 Union the Department of Tourism, Major Events, Cycliste Internationale Mountain Bike

30 NPSR Annual Report 2016-17

World Championships to be held at In 2016–17, the department supported Smithfield Conservation Park advancing consent determination negotiations  extend the existing partnership with for the resolution of native title claims over Tablelands Cycle Sports for continued protected areas. These claims cover the maintenance of the Atherton Forest traditional country of the Port Curtis Coral Mountain Bike Park Coast, Quandamooka #4, Yuwibara, Girramay,  form a new partnership with the Widi and Nywagi Peoples. As part of the Tablelands Regional Council on the joint consent determination process, QPWS is maintenance and promotion of Atherton seeking to enter into Protected Area Walking Tracks. Indigenous Land Use Agreements with native title applicants. These will provide the basis for The department was a member of the QPWS and native title holders to work in organising committee for the Townsville cooperative partnerships in the management Enterprise Mountain Bike Festival in April–May of the protected area estate. 2017 and delivered $50,000 in mountain bike trail improvements at Cape Pallarenda In order to promote stronger working Conservation Park for the event. relationships and partnerships between Traditional Owners and departmental staff, a QPWS staff continued to support the growing cultural capacity building program entitled diversity of recreational activities on parks and Working with the Mob was developed. During forests by attending Queensland Outdoor 2016–17, it was co-delivered with Traditional Recreation Federation forums, including in Owners, to 546 of NPSR staff and executives Brisbane and Toowoomba. QPWS participated at training sessions throughout the state. in the Tablelands Outdoor Recreation Health and Wellbeing Expo in May 2017 and the Australian Bike Summit at Mount Buller, North Stradbroke Island joint management Victoria in November 2016, to discuss and present innovation in mountain bike trail Since 2011, the department has jointly network development, events, best practice, managed Naree Budjong Djara National Park and regional collaboration. and other protected areas on North Stradbroke (Minjerribah) and Peel (Teerk Roo Ra) Islands with the Traditional Owners, the Cooperative management arrangements Quandamooka people, under an Indigenous with Traditional Owners Land Use Agreement and Indigenous Management Agreement. This arrangement The Nature Conservation Act 1992 and the provides for the Quandamooka people to be Marine Parks Act 2004 set out requirements to jointly involved in park management decisions form active partnerships with, and on Aboriginal land and recognises their ability cooperatively involve, Traditional Owners in to sustainably exercise their native title rights the management of protected areas for the and interests while ensuring the natural and conservation of nature. In addition, the cultural values of the land are protected into Commonwealth Native Title Act 1993 (NTA) the future. provides a legislative framework for recognising and protecting native title rights Minjerribah Camping, a discrete business and interests. Where native title rights and entity formed as a partnership between the interests exist, the state must deal with them in Quandamooka Yoolooburrabee Aboriginal accordance with the NTA. Corporation (QYAC) and Indigenous Business Australia, formally manages the beach Within Queensland, Traditional Owners have camping and driving areas on Flinders and freehold ownership and statutory joint Main Beaches within the recreation area on management responsibilities over an behalf of QYAC, under a service agreement estimated 21% of Queensland’s protected between QYAC and the Queensland areas (approximately 2.07 million hectares). Government. Minjerribah Camping administers An additional 46% of protected areas are permits, collects fees and maintains the beach subject to a range of cooperative partnership camping and driving areas. arrangements and a further 9% are in an advanced stage of negotiating a cooperative In 2016–17, joint management activities partnership arrangement. Some of these included improved collaborative management protected areas (including a growing number of budgets and operational, cultural heritage of Queensland’s highly ecologically significant and community projects and programs across protected areas) have been subject to a all areas of park management. Labour grants determination of native title. and contracts were issued for QYAC staff and

31 NPSR Annual Report 2016-17 community ranger development programs on with around 90% of these on State forest. This country. Collaborative work included upgrades number fluctuated throughout the reporting to fire management tracks, ecotourism period as a result of the renewal, surrender or improvements and interpretation in the expiration of leases and authorities. Karboora (Blue Lake) section of Naree Grazing is allowed on state forest land where it Budjong Djara National Park. is compatible with existing forest values and where the activity does not compromise principles of ecologically sustainable forest Cape York Peninsula joint management management. As at 30 June 2017, QPWS and Traditional Grazing on national parks is a legacy issue, Owners were jointly responsible for the arising from historic lawful grazing that management of 28 national parks (CYPAL) on occurred on state forest areas prior to them Cape York Peninsula, with a total area of being transferred to national park. 2,068,524 hectares. In 2016–17, the department continued to In 2016–17, QPWS invested an estimated manage legacy grazing on national parks and $10.5 million in operational funds to facilitate grazing on QPWS managed estate in joint management of parks in Cape York accordance with government policy and the Peninsula. This investment supports the management principles of the underlying natural and cultural resource management of tenure, and worked with authority holders in these parks, engages Traditional Owners in relation to leases and permits for agricultural, management of their country, and builds the grazing or pastoral purposes on national park, capacity of land trusts and corporations to conservation park, resources reserve, state manage parks and promote Indigenous forest and forest reserve. tourism opportunities.

In December 2016 the Wuthathi people and the Queensland Government celebrated the Management of resources and utilities handback of land as Aboriginal freehold land; authorities the dedication of the new Wuthathi (Shelburne Bay) National Park (CYPAL); and the The department is responsible for ensuring conversion of two nearby island parks to jointly that any natural resource use or development managed parks. within parks and forests is managed sustainably. Located on the north-east coast of Cape York Peninsula, the new park protects 37,270 While mining, gas and petroleum activities are hectares of land and lakes, a diverse and not permitted on national parks, they can be culturally rich landscape consisting of dune conducted on other QPWS-managed land fields, heaths, wetlands and woodlands which including state forests. provide a range of habitats for wildlife including In recent years, the expansion of threatened and rare plants and animals. Queensland’s petroleum and gas sector has Wuthathi (Shelburne Bay) National Park led to a significant increase in operations in a (CYPAL) is jointly managed by the QPWS and number of state forests, particularly those in the Wuthathi Aboriginal Corporation, the Surat and Bowen basins. Industry activity representing the Wuthathi Traditional Owners. in these areas involves the construction of coal seam gas wells and essential supporting The former Mount Jack Station was dedicated infrastructure including gas, water, power and as the new 16,490 hectare Ngaynggarr communication lines, and access tracks. National Park (Cape York Peninsular Aboriginal Land - CYPAL) in October 2016, During the reporting period, QPWS continued and in May 2017, the new 40,350 hectare to review, administer and audit authorities for Bromley (Ampulin) and 10,680 hectare more than 600 gas well pads and associated Bromley (Kungkaychi) National Park (CYPAL) infrastructure on the QPWS estate. A new were dedicated. template was developed for occupation permits (OP) for coal seam gas (CSG) infrastructure on State forests and timber reserves, issued under the Forestry Act 1959. Management of grazing on QPWS managed Each authority holder has one OP with lands outcome-focussed conditions, which reduce As at 30 June 2017, the department had red tape and clearly defined and consistent approximately 950 grazing authorities in place, expectations.

32 NPSR Annual Report 2016-17

The standardised OP conditions also help Smoking bans in national parks protect QPWS’s interests in relation to On 1 February 2017, new smoking restrictions workplace health and safety liability and key in Queensland national parks commenced as land management issues, including for fire and part of changes to smoking laws in the pests and the co-use of the land by other Tobacco and Other Smoking Products Act industries like bee keeping and forestry. 1998, to make more public places smoke free. As a result of audit activities, a penalty The restrictions were developed in infringement notice ($12,000) was issued collaboration with Queensland Health and a under the Environmental Protection Act 1994 jointly developed public information campaign for erosion and construction litter. QPWS was developed to promote the ban. This continues to work closely with resource involved web-based content, posters and companies and other government departments information sheets and the roll-out of no to ensure that operations are conducted in an smoking signs in 272 national parks, 245 environmentally sustainable manner and formal campgrounds and 150 day use areas. cause minimal impacts to existing uses and values. The smoking restrictions apply within 10 metres of most visitor facilities in national parks, including picnic tables, barbeques, shelter sheds, toilet blocks, information centres, jetties, boat ramps and landing stages such as pontoons. The restrictions also apply within 10 metres of occupied campsites. The restrictions will protect park visitors from second-hand smoke and encourage smokers to reconsider their smoking practices.

33 NPSR Annual Report 2016-17

Objective 2—Queenslanders lead active and healthy lifestyles through participation in physical activity The way the department meets this objective is to:  engage young people to encourage lifelong participation in physical activity  support a wide range of physical activities, including sport and other active recreation-based activities, encouraging all Queenslanders to become more active  activate places and spaces for sport and active recreation, including making the most of government-owned facilities  build strong partnerships across government, the community and commercial sector to boost participation in physical activity  support and develop elite Queensland athletes through the provision of coaching and related support services, and sport science research.

Key performance indicators  Greater proportion of Queenslanders, particularly children and young people, involved in sport and active recreation.  Efficiency of project management across our sport and recreation grants.  Effectiveness of sport and recreation education and training programs.  Increased sport and active recreation opportunities through management of facilities, including Queensland Recreation Centres.  Provide funding for planning and delivery of fit-for-purpose sport and recreation infrastructure.  Success of Queensland’s elite athletes.  Efficient funding of sport science research projects.

2016–17 2016–17 Service standards Notes target/ actual estimate

Community support

Participants’ overall satisfaction with the department’s education and 1 90% 95% training programs.

Percentage of young people redeeming a Get Started Voucher who 2 20% 15% have not played club sport before.

Grant monies paid as a percentage of the total grant budget. 3 80% 102%

Facilities

Utilisation of Queensland Recreation Centres accommodation facilities. 4 42% 43%

Queensland Recreation Centres’ operational bed cost per night. 5 <$45 $42

Queensland Academy of Sport (QAS)

Percentage of athletes selected for national teams supported by the 6 25% 29% QAS.

Co-contribution ratio of partnership investment to QAS investment in 7 1:1 1:1.9 grants research projects.

34 NPSR Annual Report 2016-17

Notes: 1. This service standard measures participants’ overall satisfaction with the department’s Building Active Communities Workshops and Get Active Queensland Accreditation Program. Sport and Recreation Services continues to exceed the expectations of participants. 2. This service standard measures the effectiveness of the Get Started Vouchers program. The actual result for 2016-17 (representing the 2016 calendar year), for Get Started Vouchers rounds 7 and 8, reflects the previous success of the program in attracting children and young people, thereby reducing the proportion of eligible applicants who have not played club sport before. The 2017-18 target/estimate has therefore been reduced from 20% to 15%. Targeted marketing in the past two rounds of the program has slightly increased the uptake of vouchers by applicants who have not played sport before. 3. This service standard measures the efficiency of the department's project management in delivering grant funding to organisations as a percentage of the total grant budget. The actual result is higher than anticipated due to improved budget management. 4. This service standard measures the effectiveness of the Queensland Recreation Centres in utilising their accommodation facilities. The target takes into consideration occupancy standards that apply to school and non-school use and reflect acceptable social norms of shared accommodation, such as gender and age mix. 5. This service standard measures the efficiency of the Queensland Recreation Centres in providing accommodation facilities to schools, sport groups and the wider community. The target takes into consideration occupancy standards that apply to school and non-school use and reflect acceptable social norms of shared accommodation, such as gender and age mix. 6. This service standard measures the effectiveness of the QAS in achieving its goal to have Queensland athletes represented in national teams. 7. This service standard measures how effectively QAS grant research resources are leveraged to form successful grant research partnerships, to achieve greater research outcomes. Performance exceeded the target as the Centre of Excellence for Applied Sport Science Research was successful in recruiting several high-quality postgraduate research students for various projects with university and sport partners. These students were awarded high-value scholarships from our university partners for their three-year degrees

Our program of work The Young Athletes Travel Subsidy provides Lifelong participation in physical activity financial support to families with children and During 2016–17, the department continued to young people selected to participate in, or focus on supporting lifelong participation in officiate at, competitions. In a two-year period, physical activity, particularly for young young athletes may be provided between $200 Queenslanders and women and girls. and $1,200 to attend registered events. In 2016–17, this program supported 3,600 Get Started Vouchers (part of the Get in the payments to young people to make the Game initiative) assist eligible children and transition from local and regional competitions young people to join a sport or active to participate at state, national or international recreation club. Vouchers, valued at up to events, by providing assistance for the $150, can be redeemed at registered sport associated travel and accommodation. and active recreation clubs to pay for, or offset, the cost of membership or participation fees. The department continued to partner with the The program continues to be popular with Queensland Outdoor Recreation Federation to Queensland families, with nearly 200,000 deliver the Nature Play Queensland initiative. vouchers redeemed since its inception in Nature Play Queensland’s mission is to January 2013. In 2016–17, more than 40,600 increase the time children spend in vouchers were redeemed for Rounds 8 and 9. unstructured play outdoors and is based on Of those, 15% were redeemed by children who the understanding that ‘nature play’ is had not played club sport before. fundamental to a full and healthy childhood. Nature Play Queensland, has introduced two workshops—Introduction to Forest Learning

35 NPSR Annual Report 2016-17 and Forest School Leader Training. Forest acknowledge the achievements of the sport School promotes confidence, self-esteem and and active recreation industry and of independence through small achievable tasks individuals, groups or organisations going using the outdoor environment. All Forest above and beyond to increase and enhance School sessions are linked to the Australian sport and active recreation opportunities for Curriculum, with the emphasis on My Time, women and girls in Queensland. The awards Our Place and the Early Years Learning are presented across three categories, twice Framework. annually—Inclusion, Innovation and Since its inception in 2014, Nature Play Inspiration. Queensland has delivered the following initiatives: The 2016 second round award winners were:  Passport to an Amazing Childhood— more  Jemma Wilson (Inspiration) than 7,500 passports registered via the  Multicultural Sports Club (Inclusion) online portal, and 260,000 individual passports ordered to support and  Longreach School of Dance (Innovation encourage children to connect with nature and Minister’s Excellence Award). providing 400 ‘missions’ of outdoor As part of the continued implementation of the activities to complete. Start Playing, Stay Playing initiative, Round  A coordinated media campaign to educate three of the Get Out, Get Active program was Queensland communities about the released in March 2017. different aspects of the Nature Play program with a potential cumulative audience of over 31 million people (from Supporting community sport and more than 80 media stories). recreation  More than 300 presentations at schools The department recognises the need to and community groups to promote support the capacity and capability of the sport participation in Nature Play and and recreation sector from state industry level unstructured play. to grassroots organisations in order to deliver quality activities for all Queenslanders. In 2016–17, the department confirmed funding of $1.9 million over three years to further In 2016–17, funding under the new State support and expand Nature Play Queensland’s Development Program was announced with program. more than $32 million allocated to support 77 state-level sport and recreation organisations The department continued to promote access to deliver and develop sport and active to a number of educational resources online or recreation over three years. on mobile devices. During 2016–17, 3,488 users downloaded resources that support In addition, there were three further special engagement in quality physical activity and initiative categories. contribute to building the capacity of early  Six state-level sport and recreation childhood professionals, parents, care givers organisations were approved funding and community sport volunteers. under the Strategic Projects category The department also continued to promote the  Twelve state-level sport and recreation Join the Movement campaign which aims to organisations were approved funding motivate and inspire Queensland women and under Championship Events category girls to try and overcome the barriers of everyday life to get active and improve their  Six state-level sport and recreation health and wellbeing. The campaign’s social organisations were funded under the Indigenous Sports grants category. media promotion proved popular with over two million online video views of campaign Get Going Clubs (part of the Get in the Game material, more than 141,000 page views of the initiative) provided $3.5 million in funding to dedicated website and a further 21,500 support not-for-profit sport and recreation followers on the popular social media channels organisations. This funding supports projects – Facebook and Instagram. that increase or sustain participation, provide access to training and education, and for The department awarded the second round of equipment in order to provide enduring and the Start Playing, Stay Playing Excellence widespread benefits that build the capacity of Awards in November 2016. These awards the organisation. In 2016–17, grant

36 NPSR Annual Report 2016-17 applications were capped at $7,500, allowing management options to improve the health more clubs across the state to receive vital and safety of participants in high-risk combat funding and provide more projects across sports. This process will ensure the policy more sports and/or recreation activities. In outcome is informed by stakeholder 2016–17, 539 clubs received funding. consultation and a cost-benefit analysis. During the reporting period, the department In 2016–17, the department engaged sponsored a number of local community sport professional consultants to complete 11 and active recreation initiatives including: a external evaluations of programs such as Get Country Week round of the Intrust Super Cup; Started Vouchers, Nature Play, Deadly Sports, Little Big Dash community event; and Weet- and Sport and Recreation Services’ strategic Bix TRYathlons. vision. These evaluations will help improve policies, programs, and operations to enhance The department also continued to provide a service delivery outcomes and encourage and range of sport and recreation programs across support Queenslanders to participate in Indigenous communities, including: physical activity.  $3,720,220 towards the Indigenous The department continued to administer the Community Sport and Recreation Program legislation which governs Stadiums (ICSRP). Queensland and Mt Gravatt Showgrounds  $220,000 towards the Torres Strait Trust and establishes their statutory Community Sport and Recreation Program obligations, responsibilities and powers. (TSCSRP). During the reporting period, amendments were made to ambush marketing provisions in the  $400,000 towards the Indigenous Sports Major Sports Facilities Act 2001 and Major Grants Program (ISGP). Sports Facilities Regulation 2014 to streamline  $82,711 towards the Deadly Sport the process for protecting major event Program. sponsors from unauthorised advertising. ICSRP and TSCSRP provide services to In June 2017, the Ministerial Advisory identified communities across the state, to Committee for women and girls’ participation in encourage increased participation in sport and sport and recreation re-convened with three recreation activities, and training and continuing members and two new members. development opportunities for service The committee's focus is to improve the providers and volunteers. participation of women and girls who would most benefit physically and socially from sport In November 2016, the department announced or active recreation. This includes women and a further $900,000 in funding each calendar girls who are under-represented in sport and year for three years under the State active recreation participation, who are Development Program’s 2017–2019 economically and socially disadvantaged or Indigenous Sports Grants special initiative isolated, and those living in remote locations. category, which has enabled the expansion of the program to support an additional three State-level sporting organisations. Providing facilities and open spaces for the In addition, the department invested $56,000 community to support opportunities to promote safe To encourage Queenslanders to be active, places and spaces in Aurukun and a further places and spaces must be activated to meet $29,102 to support participation and/or training sport and recreation requirements. In 2016– and development opportunities through the 17, more than $13.2 million in funding was Mornington Island Small Grants Program. approved for infrastructure projects which assist sport and recreation organisations and councils to meet the needs of their local Encouraging physical activity community to increase participation The department provides legislative, policy opportunities. and evidence-based research initiatives to Grants support and encourage Queenslanders to undertake physical activity. Get Playing Places and Spaces (a Get in the Game initiative program) provides up to In 2016–17, the department commenced $100,000 to eligible organisations (who must targeted stakeholder consultation to identify co-contribute a minimum of 20% of the total the impacts, costs and benefits of various project costs) for new or upgraded sport and

37 NPSR Annual Report 2016-17 recreation facilities.  Toowoomba Regional Council—$1.5 million to construct a multi-field sports park In 2016–17, under Round Four of Get Playing including three fields, eight netball courts, Places and Spaces, the department approved two clubhouses and ancillary facilities to $13.04 million in funding for 164 projects with support multi-sport at Highfields. $6.55 million provided in 2016-17. Of these, 56 were completed, including:  Livingstone Shire Council—$872,049 to construct a multi-purpose building, 15  The Caboolture Branch Little Athletics netball courts, an access road and carpark Centre Inc – $100,000 approved to at Barmaryee Multisport Precinct to upgrade lighting to support little athletics support multiple sports at Yeppoon. and athletics  Somerset Regional Council—$800,000 to  Tablelands Country Rowing Club Inc – construct fields and ancillary facilities to $100,000 approved to construct a boat support multi-sport at Fernvale. equipment shed to support rowing and outrigging Sport and Recreation Services venues  Eastern Suburbs Soccer Club Ltd – The department’s Queensland Recreation $100,000 approved to upgrade a field to Centres on the Sunshine Coast and Gold support football. Coast provide accommodation, conference facilities and outdoor activities for school, In addition, $13.28 million was approved for community and corporate groups. 164 Get Playing Places and Spaces Round five projects, with $4.2 million provided as at The Sunshine Coast Recreation Centre held 30 June 2017. These funds will be expended its first open day in September 2016 which over three-to-four financial years as attracted 1,500 visitors. This event featured construction projects are delivered. the official opening of the centre’s new climbing wall and caving system. In June 2017, Round Six of Get Playing Places and Spaces opened to provide priority aid In May 2017, 2,500 visitors attended the Gold relief for sports affected by Tropical Cyclone Coast Recreation Centre open day for the Debbie. The program provides up to $150,000 launch of the centre’s newest attractions – the in funding for clubs affected by the cyclone Cliffs Abseil Tower and the Team Rescue and subsequent flooding to upgrade, replace Challenge. or build new infrastructure. Between March–May 2017, the centres hosted Get Playing Plus (also a Get in the Game events as part of the Join the Movement initiative) provides between $300,000 and $1.5 campaign, providing opportunities for women million in funding contributions for projects to and girls to try new activities. The Gold Coast support sport and recreation organisations and Recreation Centre offered kayaking, stand up councils to deliver larger scale infrastructure paddle boarding and surfing while the projects. The program assists in developing Sunshine Coast Recreation Centre offered places and spaces that increase participation rock climbing, stand up paddle boarding and opportunities, meet service gaps and address surfing. regional needs. In 2016–17, delivery of the 24 The Townsville Sports and Recreation Precinct Round One projects continued with $11.046 was host to the Challenge Games, a two-day million in funding provided. athletics carnival, which attracted more than In November 2016, successful applicants were 800 students with a disability from across north announced under Round Two of Get Playing Queensland. The venue also hosted the Plus. A total of $38.8 million was approved to Townsville and District Rugby League final support 47 sport and recreation infrastructure series, the Townsville All Blacks Rugby projects across the state, with projects ranging League Carnival and was also used as the from upgrades to field lighting to multipurpose training facility for the Rugby League World sport and recreation spaces. Of the approved Cup by teams from Wales, Fiji, USA and Italy. applications, 55% were for projects in locations The venue is also home to the North outside the major cities. The total cost of the Queensland Fury national premier league infrastructure projects, for which the football team. department contributed funding, under this The Toowoomba Sportsground hosted a Round exceeded $117 million. A total of $5.29 number of events including: million was provided in 2016-17. Projects approved under Round Two included:  rugby league finals series attracting 5,000 spectators over a four-week period

38 NPSR Annual Report 2016-17

 junior rugby league grand final with 3,000 Sport and Recreation Program (ICSRP). This people attending program supports some of Queensland’s most remote communities and aims to ensure the  National Rugby Championships, played at facilities are maintained at a standard suitable the venue for the second successive year, for the ICSRP and other community activities. attracting 1,500 people The total funding committed for the  Australian professional bull riding rodeo maintenance program is $1 million in 2016–17; attracting 2,500 people (up from 1,750 the $2 million in 2017–18; and a further $2 million previous year). in 2018–19. The venue is also home to the South West The maintenance works are being delivered in Queensland Thunder National Premier League partnership between Sport and Recreation football team who participate in the state’s Services, the Department of Aboriginal and season long football competition. Torres Strait Islander Partnerships’ Remote Indigenous Land and Infrastructure Program A number of key capital works projects were Office, the Department of Housing and Public undertaken at departmental venues throughout Works’ Building Asset Services and local the year including: Councils. The maintenance program is  Toowoomba Sportsground playing field available to communities where ICSRP is redevelopment—new irrigation and delivered and who have less than 5,000 drainage systems and a top quality playing people. surface suitable for state and regional sporting events. Partnering for the Gold Coast 2018  Townsville Sport and Recreation Commonwealth Games Precinct— major lighting upgrades, the installation of two new scoreboards and The department partnered with the Office of 50,000 litre water storage for the future Commonwealth Games to help build industry water harvesting project, and an additional capacity ahead of the 2018 Commonwealth canteen. Games on the Gold Coast.  Sunshine Coast Recreation Centre— As part of the Embracing 2018 Legacy redevelopment of the main office and an program a number of volunteer management upgrade to the main kitchen. conferences were held on the Gold Coast and in regional areas during February and March. During 2016–17, the department implemented The conferences attracted 962 participants a number of projects to further improve the and focussed on key local issues, industry governance and management of its venues trends and best practice models across the including more stringent risk management four key topic headings—Plan, People, procedures, a Customer Service Charter and Prepare and Perform. client feedback processes. The department worked with Gold Coast 2018 Commonwealth Games (GC2018) partners to Building partnerships support the use of Nerang National Park for the GC2018 mountain bike competition. The Partnerships with public and private sector $3.2 million Nerang Mountain Bike Trails and organisations provide innovative ways to venue were funded by the Queensland support increased participation by Government, the Commonwealth Government Queenslanders in physical activity. and the Gold Coast City Council. The competition track was opened for public use in The Queensland Footy Facilities Fund February 2017. program is a joint initiative of the National Rugby League (NRL), Queensland Rugby The department also partnered with Kayak the League (QRL) and the Queensland Gold Coast and Jellurgal Cultural Centre to Government. This program will provide $1.27 develop the Heart of Gold Coast half-day million over two funding rounds to improve the ecotourism package. This experience allows quality, access and condition of identified people to enjoy a cultural walk in Burleigh community rugby league facilities across Heads National Park (led by the Jellurgal Queensland. Cultural Centre) and a kayak ride along Tallebudgera Creek to David Fleay Wildlife A new Remote Facility Maintenance Program Park, with interpretation and a Creatures of the commenced in 2016–17 to support the delivery Night wildlife show presented by rangers. of the department’s Indigenous Community

39 NPSR Annual Report 2016-17

Queensland Academy of Sport In 2016–17, the Queensland Academy of CoE-supported projects span up to four years Sport (QAS) continued to provide high-quality with the CoE’s commitment valued at more assistance, using the latest research and than $1.9 million with cash contributions from equipment, for Queensland’s talented athletes research partners valued at more than $2.7 and coaches as they strive for excellence million. within their sport. This included providing a Collaborative research projects supported by world-class training environment for elite QAS in 2016–17, included: athletes. There were 149 Queenslanders selected for  The development of an innovative Virtual the 2016 Olympic Games and Paralympic Reality system to assist cyclists with a Games across a range of sports. Queensland simulated experience of Brisbane’s new athletes comprised 26% of the national velodrome at Chandler. This system uses Olympic team and 24% of the Paralympic the latest in video gaming technologies to team. Queensland’s Olympic athletes won two assist Cycling Australia and Cycling gold, six silver and six bronze medals at the Queensland athletes train for the Gold Olympics which is nearly 50% of the medals Coast 2018 Commonwealth Games using won by Australia. Queensland’s Paralympic race tactics against simulated competitors athletes won seven gold, eight silver and based on elite athlete data. This project is eleven bronze medals at the Paralympics led by Griffith University and is now being which is 32% of the medals won by Australia. expanded to provide a virtual competition All eligible Queensland athletes who competed environment for rowing athletes preparing at the Games received a grant from the for Tokyo 2020. Queensland Government of $2,700.  Measuring proprioception (sense of The QAS Centre of Excellence for Applied movement) and other intrinsic factors that Sport Science Research (CoE) continued to predict injury risk and performance progressively build research networks to assist success in elite sport. This project is led by the QAS in its quest to be a dynamic and researchers from the University of continuously improving Knowledge hub for Canberra and has piloted new methods to Queensland and Australian high-performance measure and reduce injuries for water polo sport. and hockey players. The research team is now assisting NASA with the problem of The CoE collaborates extensively with how astronauts can prevent or overcome universities and other research organisations loss of proprioception from being in a low in Australia and overseas to improve athlete, gravity environment (e.g. while travelling to team and coach performance, improve Mars). knowledge and identify innovation opportunities.

40 NPSR Annual Report 2016-17

Objective 3—A legislative and policy framework for racing which meets the expectations of the community The way the department achieves this objective is to:  provide policy advice to government on racing matters  provide support to the racing industry.

Key performance indicators  Racing legislation and policy which meet community expectations.

2016–17 2016–17 Service standards and other measures Notes target/ actual estimate

Racing 1

Notes: 1. The existing Racing service standards were discontinued as a result of the establishment of the Queensland Racing Integrity Commission as an independent statutory body from 1 July 2016. An efficiency measure and an effectiveness measure are being developed for this service area.

Our program of work

 Country Racing Support Program. A sustainable racing industry The RIF is sourced from revenues delivered by In 2016–17, Racing Queensland focused on an agreement between the Queensland medium-term planning to grow revenues and Government and TattsBett Ltd which provides increase profits to ensure the industry’s Tatts (UBET) with an exclusive retail wagering ongoing sustainability. licence until 2044. The objective of the RIF is The department provided assistance to Racing to support priority infrastructure projects to Queensland, facilitating meetings and deliver growth and sustainability in the communication to key Queensland Queensland racing industry. Funding under Government agencies about Racing the RIF requires that business cases for Queensland’s short-term needs and longer proposals be submitted and assessed, and the term outlook. release of funds be approved by both the Minister for Racing and the Queensland Racing Queensland prepared an infrastructure Treasurer. plan to enhance racing infrastructure and leverage industry assets to improve In March 2017, Racing Queensland submitted sustainability. Racing Queensland’s two business cases seeking a total of $19 Infrastructure Strategy was endorsed by the million to support priority infrastructure projects Minister for Racing on 21 April 2017. at Bundamba Racecourse near Ipswich and a range of capital works at numerous country and regional clubs across the state. Following Funding programs assessments by the department and Queensland Treasury, funding for these The department administers the following projects was approved in May 2017. racing funding programs. The Training Track Subsidy Scheme helps to  Racing Infrastructure Fund (RIF) offset the costs to Queensland thoroughbred  Training Track Subsidy Scheme race clubs of maintaining training facilities at their venues.

41 NPSR Annual Report 2016-17

As part of the $2 million per annum scheme, Policy priorities during the reporting period the Queensland Government provides $1.2 focused on the need to support the industry’s million in threshold payments to race clubs and return to a financially sustainable footing with $800,000 to Racing Queensland to provide continuing support for country racing. incentive payments to race clubs. Racing Queensland operated under the Threshold payments are provided to race leadership of a new board from 1 July 2016 clubs based on categories, which take into and a new Chief Executive Officer, Dr Eliot account the standard of the training facilities Forbes, from 22 August 2016. The available at the club. As at 30 June 2017, $1.2 organisation also bolstered its capacity million in threshold payments had been paid to through key appointments including a new 36 race clubs. Chief Financial Officer and new General Manager, Infrastructure. The Racing Queensland incentive payments are provided to race clubs based on the actual The department worked with Racing number of starters provided by each venue to Queensland to ensure there was a clear the Queensland racing industry during that understanding of the government’s year. In 2016–17, 67 thoroughbred race clubs expectations and that statutory reporting benefited from the program through threshold requirements were met. Where appropriate, and incentive payments. the department facilitated liaison between Racing Queensland and other agencies to The Country Racing Support Program is a $21 ensure effective policy coordination by all million, four-year package to support country relevant agencies. racing in Queensland. The 2016–17 allocation of $6 million was released by the department The Racing Disciplinary Board was to Racing Queensland in December 2016. established under former provisions of the Racing Act 2002 to hear and decide appeals In May 2017, a $778,000 grant was approved against appellable decisions relating to to assist race clubs to recover from damage licensing, disciplinary actions relating to caused by Tropical Cyclone Debbie and licences, or exclusion actions or penalties on subsequent flooding. The funding was persons. provided to Racing Queensland in June 2017 to assist nine race clubs affected by the With the commencement of the Racing disaster. Integrity Act 2016, the role of the Racing Disciplinary Board was absorbed by the The department continued to oversee Queensland Racing Integrity Commission. The reporting requirements for projects previously Racing Disciplinary Board ceased operation on funded under the former Racing Industry 31 October 2016. The racing portfolio’s key Capital Development Scheme (RICDS), achievements for the reporting period including works at Cluden Park racecourse in included: Townsville and Eagle Farm racecourse in Brisbane.  the provision by Racing Queensland of an infrastructure plan for 2017–18 The RICDS was closed in February 2017 and its balance of $11.26 million transferred to the  disbursement of $6 million under the RIF. Country Racing Support Program  disbursement of $2 million under the Reform of the racing industry Training Track Subsidy Scheme to assist thoroughbred race clubs The racing industry continued to implement licensed by Racing Queensland to significant reform during 2016–17. Under new offset the costs of maintaining administrative arrangements from 1 thoroughbred racing training facilities September 2016, animal welfare and industry throughout Queensland integrity interests, including oversight of the Queensland Racing Integrity Commission, and  allocation of $19 million from the administration of the Racing Integrity Act 2016, Racing Infrastructure Fund to support became the responsibility of Queensland critical racing infrastructure projects Treasury. The department retained  amendment of the Racing Regulation responsibility for administration of the Racing 2013, to allow Racing Queensland to Act 2002, oversight of Racing Queensland, implement a minimum bet limit and provision of policy support relevant to the framework in Queensland industry’s commercial interests.

42 NPSR Annual Report 2016-17

 release of $778,000 to assist race Cronulla Park clubs recover from damage caused by In March 2014, $12 million in funding from the Tropical Cyclone Debbie and former Racing Industry Capital Development subsequent flooding. Scheme (RICDS) was approved for development of a new greyhound racing facility at Cronulla Park in Logan. However, in Proposed Tabcorp/Tatts merger February 2017, following concerns from the A proposed merger between Tatts Group Ltd, local community and Logan City Council, the which holds an exclusive retail wagering government determined that the site would be licence in Queensland, and Tabcorp Holdings more appropriately used to support community Ltd was announced in October 2016 and recreation facilities. conditionally approved by the Australian The department closed the RICDS and the Competition Tribunal on 22 June 2017. unspent funding for this project was The proposed merger has a range of transferred to the Racing Infrastructure Fund, potentially significant implications for the to be used for future greyhound racing racing industry in Queensland. Accordingly, infrastructure, as prioritised under Racing the department will continue to monitor the Queensland’s Infrastructure Plan March 2017. progress of the proposal in conjunction with Racing Queensland and relevant government agencies.

43 NPSR Annual Report 2016-17

Objective 4—A capable and streamlined, customer-centric organisation The way the department meets this objective is to:  maximise the benefits of new technologies to deliver improved customer services  collaborate internally and with external partners to deliver new and more effective services  ensure our people are focused on customers, performance and innovation  maintain a proactive approach to ensure a safe and healthy workforce  ensure governance arrangements are in place to support efficient, effective and ethical management of the department and its resources.

Key performance indicators  Streamlined, efficient business processes.  A safe, healthy, ethical and capable workforce meeting business needs.  Improved results in the Working for Queensland Employee Opinion Survey.

Our program of work

Capability Blueprint One Department In 2016–17, the department released its During 2016–17, the One Department project Capability Blueprint, which provides an was initiated to better align the department’s assessment of organisational capability strategic functions, including policy including its strengths and opportunities for development, Indigenous engagement, improvement. research and coordination, program evaluation The capability assessment sought input from and statutory body governance. In the past key customer representatives, other year, a number of changes were implemented government agencies and delivery partners, to streamline the department’s business and departmental employees and executives. processes, increase collaboration both More than 30% of staff provided feedback and internally and externally, and provide better suggestions through an online survey. services to customers. These changes, enable Based on the Public Service Commission’s the best use of government assets to achieve Capability Blueprint framework, the collectively-desired, long-term positive social department was assessed as either outcomes. ‘developing’, ‘leading’ or ‘maturing’ for each The One Department project was a result of an theme and its sub-elements. independent review, by Deloitte, of the The blueprint provides an evidence base for department undertaken in December 2015 and the leadership team to consider when February 2016 to guide the NPSR leadership prioritising organisational improvement team and staff to be a more strategic, initiatives. In addition, the department’s innovative, collaborative and flexible Executive Management Board has begun to organisation, and become a sector leader that implement a set of actions to address key provides outstanding customer service and opportunities for improvement to make the maximises public value. department the best it can be.

44 NPSR Annual Report 2016-17

Permit streamlining Investing in contemporary technology In 2016–17, QPWS progressed a review of its The ICT Roadmap guides QPWS investment commercial and other permit business and effort in improving its information and processes and requirements to inform the communications technology (ICT) capabilities implementation of a new online permitting to support managing protected areas and system. In 2017-18, QPWS will investigate improving customer experiences. The options for a new system to provide a more roadmap identifies four core improvement consistent, streamlined and user-friendly areas (information management, technology, customer experience. applications, and workforce capability) and includes transitioning from internal, high-risk During the reporting period, the department and bespoke ways of working to procuring continued to work with the Great Barrier Reef ICT-as-a-service using contemporary off-the- Marine Park Authority on a permission system shelf and cloud-based solutions. reform project to improve management of permits in the Great Barrier Reef Marine Park In 2016–17, QPWS enhanced its FLAME fire (Commonwealth) and the Great Barrier Reef management system with additional Coast Marine Park (State). Future outcomes functionality for pest management. This will will include the development of new legislation, improve pest prioritisation, project policy and guidelines to better align permission management and outcomes reporting. applications, assessments and decisions and QPWS also progressed business analysis for communicate requirements to customers. a new permitting system (to administer parks and forests permits, agreements and authorities), and asset management system Values-Based Management Framework solutions. The QPWS Values-Based Park Management The department progressed business analysis Framework was released in November 2016 of staff mobility needs to improve park alongside the draft Hinchinbrook Island management (devices, data plans, software National Park Management Plan. The new tools and apps). This included piloting a small framework for protected areas management is ‘proof of concept’ in several regions as well as consistent with the International Union for technology enhancements that will better Conservation of Nature best practice support ranger and management management planning and evaluation requirements. approaches.

This framework is focused on planning for healthy park values, setting clear and Accredited Training Program for Rangers consistent management standards, putting The Accredited Training Program provides plans into action, monitoring progress, rangers with an opportunity to receive training evaluating performance and setting targets to and assessment to achieve a nationally improve management over time. recognised conservation and land A fundamental component of this framework is management qualification. The program setting Levels of Service for all parks consists of recognition of prior learning management standards appropriate to the processes undertaken with TAFE Queensland assessed values, threats and management East Coast as well as a suite of learning issues on parks in order to guide resource resources customised for QPWS to provide allocation and management efforts across the gap training. state. Under the program, 39 rangers have been In 2016–17, park values and Levels of Service awarded with a Certificate IV in Conservation assessments were completed for 36 parks. and Land Management and a further 19 The department established a monitoring rangers are enrolled. An evaluation by the program which uses annual ‘health checks’ to participants and their supervisors indicated this track the condition of key park values across learning and development process has Queensland, with health checks undertaken on resulted in an increase in the participants’ four iconic parks. capabilities in these areas. The department will invest in accreditation for an additional 20 staff

in 2017–18.

45 NPSR Annual Report 2016-17

Supporting the Kokoda Initiative Encouraging a customer focus in our organisation In March 2017, the Queensland Government entered into a Memorandum of Understanding The department is committed to supporting with the Papua New Guinea (PNG) industry growth and development to meet government, including a partnership between Queenslanders’ current and future needs. To the department and the PNG Kokoda Track assist community-based sport and recreation Authority (KTA). organisations continually improve their operations, the department released a free The partnership supports commemoration of web resource library in January 2017. More the 75th anniversary of the WWII Kokoda than 70 organisations have signed up to Campaign and is part of the Commonwealth access the library, which includes a range of Government’s $25 million, five-year practical information, templates, checklists and commitment to protecting the Kokoda Track resources. The library also supports the and the surrounding region. valuable on-the-ground work conducted by the As part of the initiative, nine QPWS rangers department’s regional advisor network, which joined KTA rangers at Efogi in PNG to conduct assists clubs manage compliance and track repairs and conservation activities. This accountability requirements and public was the first of a series of projects where expectations. The Organisational Development QPWS rangers will join KTA rangers and local Diagnostic tool guides organisations along an communities in a capacity building ongoing development and improvement arrangement that benefits both organisations pathway. and both countries. The department also delivered 330 free education and training workshops/courses for sport and active recreation industry volunteers Camping and bookings management with a total of 5,836 volunteers accessing the In 2016–17, approximately 1.35 million camper training while another 319 volunteers nights in more than 470 camping areas were completed training online. hosted on Queensland parks and forests. In 2016–17, a number of free Join the QPWS issued more than 396,000 camping Movement Adventures were held to encourage and vehicle access permits—an increase of and inspire participants to get active and have 9% from the previous year. This is a slight fun with unique activities in some of reduction in camper nights from 2015–16, Queensland’s most beautiful locations. The which could be attributed to severe weather adventures attracted more than 700 events such as Tropical Cyclone Debbie and participants, who had the opportunity to try associated flooding. activities including stand up paddle boarding, The department is committed to delivering surfing and rock climbing in venues such as reliable, adaptable and contemporary camping the Gold Coast and Sunshine Coast and vehicle access booking services for its Recreation Centre and the Walkabout Creek customers, and improving the administrative Discovery Area. transaction costs to deliver the service. The National Park Booking Service is the Encouraging innovation department’s online system for purchasing camping and vehicle access permits. The new The department is committed to progressing website, launched in June 2016, has proven to an innovative culture and in September 2016, be responsive, reliable and easy-to-use on it established an innovation unit to facilitate the desktop, mobile phones and tablets. identification, development and Customers have access to more information implementation of innovative solutions and about camping opportunities, camping areas business improvement initiatives. and facilities, to help them make a booking During 2016–17, an innovation framework and that meets their requirements. The new action plan were established and a range of service supports all current customer service tools and processes were developed to channels—QPWS counters, self-service support innovation. kiosks, agents and the Queensland Government’s 13 QGOV call centre. This program of innovation will provide benefits to both the department and the

Queensland community, including:

46 NPSR Annual Report 2016-17

 the establishment and cultivation of an The department is working with both internal community of practice where ideas organisations to develop and implement trials and solutions thrive across numerous sites in Queensland. It is hoped the pilot will provide commercial  a reduction in red tape and bureaucracy, opportunities for innovators while providing and increased efficiencies and solutions for community sporting effectiveness organisations.  an increase in the department’s public During 2016–17, QPWS successfully trialled value through committed leadership, the use of a fire detection camera in its South capable people and innovative West region. The trial demonstrated that approaches to management and service cameras can detect smoke at the same delivery. distance as a staff member located in fire Data collection for the Sport Geographical towers. This innovation will support improved Information System (GIS) pilot was finalised in wildfire detection on the QPWS managed September 2016. The data collected during estate as the cameras have accurate vision the pilot was analysed and incorporated into between 10–30km depending on land forms the new Sport Planning Tool that was and on the size of the smoke plume. During launched on the NPSR website in May 2017. testing, large fires (producing more smoke) The Sport Planning Tool is an interactive were detected at 50km away. mapping platform that uses an innovative During the reporting period, QPWS application of GIS technology in the sport and commenced an investigation into the recreation environment. The tool allows clubs, advantages and disadvantages of using state level organisations and councils to drones to count nesting seabirds. Bioacoustic undertake planning and analysis of their monitoring was extended to ground parrots current and future infrastructure needs by and night parrots on the protected area estate understanding local, regional and state-wide using current technology. Acoustic recorders trends. This provides the sports industry in specifically designed for long-term deployment Queensland with a market leading visual are under development in Queensland and will database of community participation in grass- be trialled by QPWS in 2017–18 to survey and roots sports. In June 2017, this tool received monitor audible species in remote areas. the award for the Best Use of Technology from the Parks and Leisure Australia Queensland In 2016–17, QPWS commenced Park Health branch. Checks, a new tool for efficiently and routinely assessing the condition of key park values In the reporting period, the department using a standardised methodology. The tools collaborated with the Department of Science, use simple visual ‘cues’ requiring no specialist Information Technology and Innovation on the skills or equipment and have been designed to Advance Queensland Small Business work state-wide. They have been developed Innovation Research Pilot. The challenge was for natural, visitor and historic values and form to identify flexible, sustainable and cost an integral part of the Values Based efficient next generation lighting solutions for Management Framework (see Page 45). A community field-based sports venues and Park Health Checks train-the-trainer program determine the most appropriate circumstances was delivered in early 2017 to 129 employees for their use. The department has provided across the state who will be responsible for $125,000 in funding to: delivering Park Health Checks training and  eSwitch—for its Bright Sports Shared mentoring for other employees. Facilities Program, which will allow users The key park values are identified in values to set the level of illumination they require assessment workshops and captured in and enable facility owners to accurately management statements and plans, together and automatically bill users, and reduce with the current and desired condition and excessive light use. strategic management direction for those  GoZero— for its No Capital Cost—LED values. Sports Lighting, which aims to develop design and energy modelling for a sustainable lighting solution, where LED lighting and solar panel systems are installed with no upfront costs.

47 NPSR Annual Report 2016-17

Disaster and incident response including During the reporting period, 172 sport and Tropical Cyclone Debbie recreation organisation were approved $742,280 under the program. During the reporting period, the department responded to a number of natural disasters The department released 36 employees to join and extreme weather events, which affected the Community Recovery Ready Reserve on many Queensland national parks and forests 54 deployments, equating to 3,500 hours of and racing and sporting facilities. assistance to cyclone and flood affected communities. Tropical Cyclone Debbie (TC Debbie) made landfall as a Category 4 system near Airlie In 2016–17, the department also responded to Beach north of Proserpine on 28 March 2017, a number of marine strandings including causing significant destruction to coastal successfully freeing a 12-metre humpback communities and tourism centres, particularly whale that became entangled in a fishing net the Whitsunday Islands and Whitehaven at Shorncliffe in September 2016. Beach. The system weakened to become a QPWS rangers on K’gari (Fraser Island) also tropical low which travelled south to New participated in the response to a marine oil South Wales on 6 April 2017, generating spill in October 2016. The oil spill covered up destructive winds and extreme flooding in its to 60 kilometres and QPWS worked in path. conjunction with RoadTek and the Fraser The events impacted 223 parks and forests in Coast Regional Council on foreshore northern, central and South East Queensland assessments, beach clean-up operations and causing significant damage. The national logistics. parks of Whitsunday Islands; Conway; Cooloola Recreation Area (Great Sandy National Park); Lamington; and Springbrook were heavily impacted. The department worked hard to re-open campgrounds and was able to open 90% of the Whitsundays campgrounds for the Easter weekend. By 30 June 2017, 214 (of the 223 impacted parks) were fully or partially open. The estimated total cost to re-open and repair the protected areas is approximately $5 million. Nine racing clubs were impacted by TC Debbie and the subsequent flooding in central and southern Queensland, including:  Bowen Turf Club  Mackay Turf Club  Rockhampton Jockey Club  Rockhampton Greyhound Club  Gladstone Turf Club  Calliope Jockey Club  Bundaberg Race Club  Beaudesert Race Club  Capalaba Greyhound Racing Club.

A capital grants program was established to assist these clubs to cover out of pocket expenses incurred for track repairs, which included funding of $778,000 to assist affected clubs with repairs to infrastructure and on- course facilities. The Sport and Recreation Disaster Recovery Program opened in April 2017 to support not- for-profit sport and recreation organisations to recover from the impacts of TC Debbie.

48 NPSR Annual Report 2016-17

Our people The department recognises the need for contemporary human resource strategies to develop a capable and effective workforce to meet departmental priorities. In 2016–17, the department continued to implement initiatives aimed at increased performance outcomes, improved health and safety, stronger leadership and management capability and encouraging work-life balance.

Workforce profile As at 23 June 2017, the department employed 1,408.12 full-time equivalent (FTE) employees, of which 84% were employed on a permanent basis. The following tables show a summary of the department’s workforce profile (excluding staff on leave without pay) as at 23 June 2017.

Staffing full-time equivalent (FTE) by occupation type and gender (as at 23 June 2017) Occupational stream Female Male Total Coach 6.20 14.60 20.80 Administration 330.31 258.50 588.81 Operational 128.90 543.71 672.61 Professional 37.80 37.00 74.80 Technical 3.50 7.00 10.50 SO 7.00 17.00 24.00 S122 0 4.60 4.60 SES 4.00 7.00 11.00 CEO 1.00 0 1.00 Total 518.71 889.41 1408.12

Staffing full-time equivalent (FTE) by employment type and gender (as at 23 June 2017) Employment type FTE FTE% Total FTE Total Female Male Female Male FTE % Permanent 415.14 762.01 35.3% 64.7% 1177.15 83.6% Temporary 93.53 108.10 46.4% 53.6% 201.63 14.3% Contract 3.00 10.60 22.1% 77.9% 13.60 0.9% Casual 7.04 8.70 44.7% 55.3% 15.74 1.1% Total 518.71 889.41 36.8% 63.2% 1408.12 100%

49 NPSR Annual Report 2016-17

Permanent separation rate Workers’ compensation As at 30 June 2017, the department’s The department is committed to ensuring that permanent separation rate was 7.9%, an all workers’ compensation claims are increase of 2.25% over the same period last appropriately managed. Accepted claims year. include medical expenses, minor injury claims (no more than one day off work) and lost time

injuries (greater than five consecutive days off Absenteeism work). The following table shows the quarterly rates The number of accepted workers’ for unscheduled absences as at 30 June 2017. compensation claims as at 30 June 2017 was Unscheduled absences include sick, carers 60 – a decrease of 13 from 2015–16. The and special leave as well as leave for workers’ average amount paid per claim was $7,151 – compensation and industrial disputes. The an increase of $1,665 from 2015-16. average unscheduled absence rate for 2016– Of the 60 claims accepted in 2016–17, six 17 was 5.16% which is a slight increase on the were ‘journey claims’ that occurred while an 2015–16 rate of 5.125%. employee was travelling to or from work. Journey claims do not affect the department’s claims history or influence the following year’s premiums.

Absences related to workers’ compensation claims—average days paid The average days paid is calculated using the total number of paid days (partial or total) on statutory claims divided by the number of statutory claims that have had paid days, in a given period. The department paid an average of 17.4 days claim. By comparison, in 2015– 16, the department paid an average $5,486 per claim across 15.32 days.

50 NPSR Annual Report 2016-17

Of the 23 lost time injuries, 18 occurred working for QPWS.

Reporting Lost time Lost time period injury # injury %

2014–15 6 0.42%

2015–16 7 0.67%

2016-17 23 1.57%

Building our Workforce Workforce planning The highly physical nature of the work The department continued to implement completed by QPWS rangers and recreation initiatives in line with the NPSR Workforce officers means an employee’s return-to-work Strategic Plan 2014–18. The plan aims to build process is often restricted by a remote location an agile and diverse workforce to meet key and/or a reduced capacity for a work area to workforce priorities including: provide meaningful work for an individual who  the capability to meet service delivery has sustained a physical injury. The increase needs from 15.32 days in 2015–16 to 17.4 days in  a healthy, safe and balanced workplace 2016–17, is due to the number of lost time  the strengthening of leadership capability injuries across the department. This includes  the fostering a flexible and sustainable four claims of more than 50 days off work; two workforce claims for more than 100 days; and one claim  effective performance management of almost 600 days. The main reason for the  the promotion of ethical and effective increase is the result of two long standing decision making active claims for a former employee which are  cultural renewal. statistically recorded against the department. These matters are currently the subject of a In 2016–17, work was undertaken to align key common law claim and review by the departmental workforce strategies with the WorkCover medical tribunal. Capability Blueprint Action Plan and workforce plan, to ensure the department’s future workforce is agile and appropriately skilled to Lost time injury rate deliver outcomes in an environment of constant change. Lost time injuries occur when an employee sustains a work-related injury, which results in During the reporting period, the department lost time from work after the day of the continued to address workforce attraction and accident and continues for five consecutive retention through the Ranger Development days after that injury date. The department’s Framework and the implementation of the lost time injury rate (LTIR) has been calculated Accredited Training Program for rangers. using workers’ compensation claims data as In 2016–17, the department focused on 30 June 2017. In 2016–17, the department’s improving opportunities for women through the LTIR was 1.57%, compared with 0.67% in Women’s Mentoring Program and the QPWS 2015–16. Women’s Network. This increase was a result of several The department also delivered a range of significant events during the reporting period, career pathway programs to support the talent including aggravation of several prior injuries pipeline for critical roles. These included the and significant events such as an employee graduate program, industry placements and contracting Q fever, a helicopter incident and work experience programs. Two graduates occurrence of workplace occupational from the 2017 graduate program were violence. appointed to Graduate Ranger positions at

51 NPSR Annual Report 2016-17

Fraser Island and Cairns. The industry and training, an internally developed cultural vocational placement program provided six capability training co-facilitated by local university students with valuable workplace Traditional Owners. experiences and opportunities to apply their The department continued to partner with knowledge and skills. Traditional Owners in the management of protected areas: Employee opinion survey  Eleven management plans and statements were prepared with Traditional Owner In response to the 2015–16 Working for involvement. Queensland Employee Opinion Survey results, the department developed an action plan  Two new national parks and two existing focussed on three improvement priorities: parks were named from local Indigenous diversity and inclusion; red tape reduction; and languages. improved perceptions of workload and health.  All interpretive signage, where relevant, contains cultural references and artwork Key actions included: management plans and statements were prepared with Traditional Owner  development of a Diversity and Inclusion involvement. Strategy in collaboration with employees

 streamlining of home garaging processes In May 2017, the department’s Cultural  delivery of ‘Manager Awareness, impact Capability Action Plan 2017–2021 was and action: Mental Health in the released. workplace’ program to improve employees response to high workloads and the To celebrate Queensland Women’s Week, a impact on employee health special Women in the Environment discussion  educating employees to look after their was held on International Women’s Day. physical health through exercise, diet, and The panel members, including a number of increasing awareness about the negative department staff and two students from impact of alcohol and smoking Brisbane State High School, shared stories  providing skin checks for employees and their thoughts on gender equity and the  improving and streamlining the incident future of working life. and hazard reporting process to enable employees to get on with doing what’s The department’s Women’s Network provides important support, mentoring and opportunities for  delivering a new Work Health and Safety female staff to build confidence. Risk Management training package to In 2016–17, the network continued to equip employees to undertake appropriate implement strategies to: risk management activities.  attract a larger female applicant pool for ranger roles Diversity and Inclusion  improve recruitment practices As a result of feedback in the annual Employee Opinion Survey a Diversity and  improve work arrangements Inclusion Strategy and Action Plan was developed in consultation with employees. The  provide specialised ongoing professional and personal development strategy focusses on six themes: Aboriginal and Torres Strait Islander Peoples;  improve communication and cultural Accessibility; Gender Equity; Generational; change around the benefits of diversity. Cultural Diversity; and Lesbian, Gay, Bisexual, Transgender, Intersex and Queer. The department continued to promote employment opportunities to women through: The NPSR Cultural Capability Action Plan Progress Report (July – December 2016)  Greater Graduate Program—50% of the demonstrates how NPSR has improved, and is department’s participants in the 2016 continuing to improve, our cultural capability in program intake were female. growing our existing Aboriginal and/or Torres  Industry placement—67% of the students Strait Islander partnerships and working to in the 2016–17 intake were female. build new ones. The department is committed to building the During the reporting period 546 departmental capability of its female employees by offering a staff participated in ‘Working with the Mob’ range of training, learning and professional

52 NPSR Annual Report 2016-17 development opportunities. In 2016–17,  Work health and safety women participated in a number of leadership programs including:  Fraud and Corruption Awareness  Emerging Leaders Program – 3  Privacy Awareness. participants (37.5%)  LEAD Program – 92 participants (68%). Learning and organisational development As at 30 June 2017, the department’s The department continues to build its internal representation of Aboriginal and Torres Strait talent by offering a mix of technical, Islander people increased to 4.8%; leadership, business and personal learning representation of people with a disability and development opportunities. decreased to 3.2%; and representation of people with culturally and linguistically diverse In 2016–17: backgrounds rose to 3.9%. Women comprised  658 employees acted in higher level 39.3% of the department’s total workforce. positions with 2,048 higher duty opportunities provided  87 employees undertook departmental Diversity group % of total leadership development activities workforce  technical training continued to be delivered 2016 2017 including for fire training, chainsaw training, first aid, four wheel drive training, ATSI 4.3% 4.8% Ship Board Safety and Coxswains training. The Accredited Training Program provided Disability 3.7% 3.2% rangers with an opportunity to receive training and assessment to achieve a nationally CALD (Culturally and linguistically 3.6% 3.9% recognised Conservation and Land diverse) Management qualification. Under the program, 39 rangers have been awarded with a Women 39.7% 39.3% Certificate IV in Conservation and Land Management. An additional 20 rangers are enrolled in the program for 2017–18. Employee development Employee induction Leadership and management development Corporate induction is mandatory for all new The department is committed to developing its employees into the department. Through leaders and in 2016–17 offered two key induction, the department aims to: leadership programs.  ensure a smooth transition into the The LEAD Program uses a combination of department and work environment face-to-face training, coaching and on-the-job activities to help employees build foundational  provide information on employment leadership knowledge and capabilities to conditions and entitlements effectively work with people and drive  help new starters understand the outcomes in the workplace. Three programs responsibilities and behaviours expected were delivered in 2016–17 with a total of 78 of them by the Queensland Government participants. All participants were coached and the department during the program by senior leaders and alumni from previous leadership programs.  provide an understanding of the functions The Emerging Leaders Program aims to and operations of the department as well further develop leadership capability at a more as the business group/work unit. senior level. The 2016–17 program provided New employees are required to take a number participants with a range of learning of online courses as part of the induction opportunities where they could develop and process including: test new leadership behaviours.  Code of Conduct During the reporting period the department also launched the Mentoring Matters Program.  Emergency Safety

53 NPSR Annual Report 2016-17

The program connects employees with Appropriate Workplace Behaviour Awareness experienced senior officers who can assist sessions were also delivered to assist with career and professional development employees identify inappropriate behaviour in through a mentoring relationship. the workplace and who has responsibility for addressing behaviour. Group discussions The initial program finished in March 2017 with focus on the consequences of inappropriate 20 mentoring partnerships offered to senior behaviour, such as the effects on the team, women in the department. recipient and the organisation. As at 30 June 2017, 403 employees from across the state, in locations such as Fraser Island, Roma, Cairns, Employee conduct and and Townsville had attended the sessions. performance management Performance and development planning Reward and recognition All employees are encouraged to have a The department values its employees and Performance and Development Plan in place recognises that their achievements contribute by 1 October each year and undertake a to the department’s success. A Reward and review of development plans by 1 April each Recognition Framework provides mechanisms year. As at 30 June 2017, 70% of employees to motivate and reward behaviours through the had a plan in place. acknowledgement of successes, In September 2016 the department launched achievements and employment milestones. its new online Performance and Development Initiatives supported under this framework planning (P&DP), allowing employees to include: undertake an online self-assessment, record  NPSR Excellence Awards their development requirements and search for development opportunities in the department’s  Australia Day Achievement Awards and online training environment, iLearn. This NPSR Recognition Awards allows the department to undertake robust  Premier's Awards for Excellence training needs analysis and record all training and development activities.  Public Service Medal (Australian Honours System) During the reporting period, 186 employees across the state were trained in the new  Recognition of years of service system and provided with information about the benefits of, and best practise for,  Safety Champion Awards performance and development planning.  Recognition Week. In September 2016, the department adopted the use of e-Plan for Senior Executive Service staff and Senior Officers as part of the Public Employee wellbeing Service Commission’s roll out of this system for senior Executives’ Performance The department seeks to create a working Agreements. environment and a strong culture that advocates zero harm to all employees. E-Plan streamlines administrative processes associated with performance management, In 2016–17, the department continued to complements ongoing performance provide employees with a range of health and conversations and feeds in to a sector-wide wellbeing initiatives such as the employee leadership development pipeline. assistance service, flu vaccinations, mental health awareness sessions, skin checks and E-Plan also promotes strategic alignment access to the 10,000 Steps Workplace throughout the organisation by facilitating the Challenge. cascading of objectives from supervisor to direct report. Promotion of work-life balance Ethical education and training The department recognises the changing needs of its employees in meeting with In May 2016, the department released new different life circumstances. In 2016–17, the online Code of Conduct training and 99.72% department continued to maintain its policies employees (excluding those on leave without on supporting flexible working arrangements. pay) completed the training.

54 NPSR Annual Report 2016-17

Options available to employees include compressed working hours, flexible start and finish times, leave without pay, job sharing, part-time work and telecommuting. In addition, 18 managers attended Mental Health Awareness training. The training was designed to enhance a manager’s knowledge of the impact of the most common mental health problems on individuals, the workplace environment and the organisation as a whole.

Industrial and Employee Relations Framework The department engages with employees and their representatives through an Agency Consultative Committee which meets four times a year. The Workforce Relations and Safety Unit has responsibility for overall management of industrial relations in consultation with business units. The unit is also responsible for liaising with central agency departments, such as the Office of Industrial Relations, in relation to whole-of- government matters including enterprise bargaining, directives, industrial instruments and legislative changes. The Industrial Relations Act 2016 (the IR Act) came into effect on 1 March 2017. It provides an industrial relations framework that is fair and balanced, and supports the delivery of high-quality services, economic prosperity and social justice for Queenslanders. The IR Act introduced Queensland Employment Standards (which are the minimum standards that apply to all employees) such as the entitlement to request flexible workplace arrangements, access Domestic and Family Violence leave, and includes the issuing of information statements. In line with the new IR Act, all new departmental employees must be provided with a copy of the Employment Information Statement and details of the industrial instructions that apply to them.

Early retirement, redundancy and retrenchment No early retirement, redundancy or retrenchment packages were paid during the reporting period.

55 NPSR Annual Report 2016-17

Managing our business The department has established corporate governance systems to direct, manage and control the organisation’s business. These systems ensure that the delivery of departmental services is undertaken in an efficient, effective and sustainable way. The department is committed to achieving high levels of accountability, transparency and rigour in all its processes. It achieves this by:  having appropriate decision making bodies in place  managing performance and minimising risks  enhancing public confidence through building relationships with our clients  meeting ethical and regulatory obligations. Corporate governance principles are based on the Public Sector Ethics Act 1994 and the Financial and Performance Management Standard 2009. These principles are: accountability, transparency, integrity, stewardship, leadership and efficiency. The department obtains information about its operational and financial performance through its performance management framework, governance structure and financial systems. The performance management framework includes the strategic plan, annual report, service delivery statement (SDS), key business performance measures and targets as well as structured risk- management processes.

Governance committees The department has committees that are Finance Sub-committee central to its governance arrangements and The Finance Sub-committee provides that oversee all major activities and areas of oversight over the department’s financial decision making. resources and makes recommendations across a range of financial management issues. The sub-committee comprises the Executive Management Board Executive Management Board and the Chief Finance Officer. The Executive Management Board (EMB) is responsible for the overall management, The role of the sub-committee is to: administration and strategic direction of the department. It advises, supports and assists  monitor and initiate appropriate action in the Director-General to meet her statutory relation to the nature and amount of responsibilities under the Financial funding available for future programs Accountability Act 2009. EMB uses financial  maintain a strong financial management reports, business performance and human culture within the department by resources management reports for this continuing to develop communication, purpose. training, and information and reporting The EMB is supported by six sub-committees strategies for staff at all levels of the which provide advice and recommendations to department the EMB in relation to governance issues  ensure the department’s financial related to their area of responsibility. These resources are focused towards the sub-committees are: achievement of the its priority business  Finance. objectives  Audit and Risk.  ensure that the department’s key financial risks are being effectively managed  Human Resources.  increase understanding within the  ICT Investment and Strategy. department of the nexus between operational and financial performance  Safety. through enhanced management reporting.  Communication and Innovation. The sub-committee met 10 times in 2016–17.

56 NPSR Annual Report 2016-17

Sub-committee members (as at 30 June 2017) and planning, budget management and assurance processes Chair Tamara O’Shea, Director-  risk management activities including General updates to the strategic and operational risk registers Members Ben Klaassen, Deputy Director- General, Queensland Parks  staff participation rates for integrity and and Wildlife Service conduct related training. *Aaron Broughton, Acting In 2016–17, the sub-committee held five Deputy Director-General, Sport meetings and observed the terms of its charter and Recreation Services having regard to the Audit Committee Guidelines issued by Queensland Treasury. Rob Lawrence, Deputy Meetings were attended by seven members— Director-General, Corporate two members external to the department and Services five staff members. Wade Oestreich, Deputy Sub-committee members (as at 30 June 2017) Director General, Strategic Policy and Racing Industry External Bob McDonald OAM (Chair) Governance members Liezel Samuel, Director, Brad Lang, Chief Finance Internal Audit, Department of Officer Housing and Public Works * Richard Watson, former Deputy Director- NPSR staff Ben Klaassen, Deputy Director- General, Sport and Recreation Services was a General, Queensland Parks member of the committee until 23 June 2017. and Wildlife Service

*Tracy O’Bryan, Executive Audit and Risk Committee Director, Office of the Director- General (until19 May 2017) The Audit and Risk Committee (ARC) assists the Director-General by providing independent *Clive Cook, Executive assurance and assistance on the departments: Director, Partnerships Directorate, Queensland Parks  risk, control and compliance frameworks and Wildlife Service (left 13  external accountability responsibilities as April 2017) prescribed in the relevant legislation and Leigh Harris, Regional Director, standards Central Region, Queensland  integrity framework Parks and Wildlife Service  financial management standards. Leigh Habner, Regional Manager, South-East Region, The ARC was established under the Financial Sport and Recreation Services and Performance Management Standard 2009 (s.35). In 2016–17, the sub-committee *As at 30 June 2017, the engagement process assessed and endorsed key documents to replace these members was underway. including the Audit and Risk Committee Charter, the Internal Audit Annual Plan, In 2016–17, $3,000 was paid for services internal audit reports and the annual financial provided by the independent Chair, Mr Bob statements. It provided advice regarding: McDonald OAM.  management responses to internal audits  the status of implementation of audit Human Resources Sub-committee recommendations The Human Resources Sub-committee  applicability of all Queensland Audit Office provides oversight on issues relating to human recommendations to departmental resources and workforce management. It operations guides strategies to support the achievement of goals in areas such as workforce diversity,  financial management activities including capability development, performance planning, financial accounting, asset management career development, succession planning,

57 NPSR Annual Report 2016-17 equal employment opportunity/anti- planning and delivery of the portfolio of discrimination and cultural capability. ICT-related initiatives Sub-committee members (as at 30 June 2017)  provides assurances to the Director- General that information management and Chair Aaron Broughton, Acting ICT is appropriately governed to ensure Deputy Director-General, Sport return on investment through effective and Recreation Services delivery of approved initiatives, and is meeting government priorities. Members Ben Klaassen, Deputy Director- The ICT Investment and Strategy Sub- General, Queensland Parks committee has established reporting and Wildlife Service requirements to ensure that it receives Geoff Brittingham, Regional information relevant to its role. The sub- Director, South East committee: Queensland Region, Southern  reviews and monitors investments in Parks and Forests, Queensland information management systems and Parks and Wildlife Service technologies to ensure they are managed Lisa Dynes, Executive Director, through appropriate governance Human Resources, Corporate processes and deliver stated outcomes Services and benefits Kathy Kingsford, Acting  monitors the health of ICT assets to Director, Program Development address areas of risk and Grant Administration, Sport and Recreation Services  authorises and directs the development of strategic and operational plans for ICT- James Newman, Executive enabled business Director, North Parks and Forests, Queensland Parks and  prioritises investments in information Wildlife Service management systems and technologies consistent with the department’s strategic Lyndall Holz, Regional Director direction and government priorities Service Delivery, Sport and Recreation Services  scrutinises the delivery of approved and funded project and program allocations Michael Duff, Director, Policy, and approve the reallocation of unused Performance and Racing funds Industry Governance  escalates significant risks to the Director- The sub-committee was established in General February 2016. The sub-committee met four  monitors information management and times during the reporting period and endorsed ICT service provider arrangements under a range of human resources policies and the Business and Corporate Partnership strategies.  develops information management capability. ICT Investment and Strategy Sub- committee Sub-committee members (as at 30 June 2017) The ICT Investment and Strategy Sub- committee: Chair *Rob Lawrence, Deputy  ensures the department’s ICT investment Director-General, Corporate and assets are aligned with business Services priorities and plans and support whole-of- government ICT directions Members Brad Lang, Chief Finance Officer  manages specific risks related to ICT including management of significant and Glenn Redenbach, Regional high risk applications Director, South West Region, Queensland Parks and Wildlife  provides whole-of-agency leadership, Service strategic direction and oversight in the

58 NPSR Annual Report 2016-17

Tony Grant, Chief Information Damien Head, Regional Officer, Information and Director, Great Barrier Reef and Technology Partners Marine Parks Region, Great Barrier Reef Marine Coastal Dr Liz Young, Director, and Islands, Queensland Parks Planning, Projects and IT, Park and Wildlife Service Services Mick Cubis, Regional Director, Guy Thomas, Director, South East Region, Operational Support, Queensland Parks and Wildlife Queensland Parks and Wildlife Service Service Peter Shaw, Director, Troy Ayres, Director, Queensland Academy of Sport, Queensland Academy of Sport Sport and Recreation Services * Richard Watson, former Deputy Director- Paige Ridgewell, Executive General, Sport and Recreation Services was a Director, Policy Performance member of the sub-committee until 23 June and Racing Industry 2017. Governance, Strategic Policy and Racing Industry The sub-committee met two times in 2016–17. Governance Nicole Stanton-Cook, Acting Safety Sub-committee Manager Workforce Relations and Safety, Corporate Services The Safety Sub-committee provides strategic and operational direction on safety and The sub-committee was established in wellbeing management issues to enable the February 2016 and met four times during the department to maximise the capabilities of its reporting period. workforce. It also guides the workforce wellness program in conjunction with the The committee endorsed a range of health and whole-of-government framework, and provides wellbeing initiatives including access to the direction on the development of the employee assistance counselling service, flu department’s safety culture. vaccinations, skin checks, mental health awareness sessions, and online Drug and The sub-committee takes all reasonable and Alcohol Awareness training. practicable steps to maintain a safe and healthy working environment for the department, which is complemented with Communication and Innovation Sub- ongoing health and safety programs and committee initiatives designed to keep staff educated and informed about their health and safety The Communication and Innovation Sub- responsibilities. committee provides high level advice to the EMB and makes recommendations on issues Sub-committee members (as at 30 June 2017) relating to communication and innovation. The sub-committee oversaw the implementation of Chair Bennett King, Executive the department’s communication and Director, Queensland Academy innovation strategies which explore how of Sport innovation may be integrated into the department. It also provided assurance to the Members Rob Lawrence, Deputy Director-General and the EMB that appropriate Director-General, Corporate governance structures were in place to ensure Services effective delivery of approved initiatives, and Ken Davis, Executive Director, that communication and innovation was Governance and Strategy, meeting government requirements. Corporate Services Neil Cambourn, Executive Director, Great Barrier Reef Marine Coastal and Islands, Queensland Parks and Wildlife Service

59 NPSR Annual Report 2016-17

Sub-committee members (as at 30 June 2017)

Chair Jacqueline Saxby, Acting Executive Director, Innovation and Engagement

Members Wade Oestreich, Deputy Director General, Strategic Policy and Racing Industry Governance Leigh Harris, Regional Director, Central Region, Queensland Parks and Wildlife Service Mary Steele, Executive Director, Corporate Communications, Corporate Services Sharon Hodges, Director, Industry Capacity and Events, Sport and Recreation Services Nathalie Sengers, Director, Communication Services, Corporate Services Kate Foote Acting Director Regional Service Delivery, North West Sport and Recreation Services

The sub-committee was formed in March 2016. The sub-committee met twice during the reporting period.

60 NPSR Annual Report 2016-17

Governance processes The department has internal accountability  regular assessment and treatment of risk, mechanisms in place to ensure it operates including fraud and corruption risks, effectively and transparently. It has established across the whole department systems and processes to audit its programs,  quarterly analysis and reporting. reduce risks, safeguard against fraudulent activity and ensure business continuity. The EMB maintains a strategic risk register which details risks to the department’s strategic objectives. The register is reviewed Strategic Plan 2016–2020 quarterly to monitor the progress of risk treatments, identify emerging risks or make The strategic plan sets the direction for a four- them inactive once they have achieved their year period and guides the prioritisation of target risk levels. resources. Through achieving its corporate objectives the department also contributes to The department’s service areas are Queensland Government objectives for the responsible for identifying and managing risks community. at the operational level and for maintaining risk registers. The strategic plan is reviewed annually to assess progress against specified objectives The department’s approach to the and to identify whether changes in the external management of fraud and corruption is environment require any adjustments to be detailed in the Fraud and Corruption made to the plan. Prevention Policy and Procedure and the Fraud and Corruption Control Plan. All new staff are required to complete the Fraud and Managing our performance Corruption Awareness Training within one month of joining the department. Refresher The department’s strategic objectives and awareness training every two years is performance indicators are delivered through mandatory for all staff. its service areas—National Parks, Sport and Recreation and Racing. To support the The Audit and Risk Committee monitors and strategic plan, service area plans identify the advises on the department’s risk management service priorities each year. Quarterly system in accordance with section 28 of the performance reports enable the department to Financial and Performance Management monitor its progress in achieving its objectives. Standard 2009. Ongoing processes are also in place for evaluating and managing current and future risks faced by the department. Internal Audit The department’s Internal Audit unit provides independent assurance and advice to the Managing our risk Director-General, senior management and the The department’s risk management framework Audit and Risk Committee (ARC), to enhance aligns with the AS/NZS ISO 31000:2009 Risk corporate governance and departmental Management—Principles and Guidelines and operations. It is independent of executive includes appropriate governance management and external auditors. arrangements, policy and procedures, and risk The unit is managed by Richard Heinritz, Head reporting and analysis. of Internal Audit. Richard is an experienced The Director-General and Executive auditor in the public and private sector. He Management Board (EMB) have overall holds a Bachelor of Business (Accounting) and responsibility for the establishment and is a member of CPA Australia and the Institute maintenance of the risk management of Internal Auditors Australia. framework and for ensuring that risk The Internal Audit unit’s functions include: management is embedded throughout the department to support the achievement of  developing the Internal Audit Charter strategic and operational objectives. This has  planning the internal audit program been achieved through:  reporting of internal audit issues  proactive executive involvement and discussion  managing the relationship with external audit

61 NPSR Annual Report 2016-17

 supporting the Queensland Audit Office  management, heavy plant management, with its annual external audit of agency diving operations management and two financial statements special audits at the request of Queensland Parks and Wildlife Service.  providing secretariat services to the ARC. During 2016–17, Internal Audit contributed to The unit improves the efficiency, effectiveness business improvements through: and economy of business operations and systems by:  audit recommendations to the Director- General and the ARC  identifying operational and financial performance issues and internal control  ongoing monitoring of follow-up actions of weaknesses the audit recommendations implemented by business units  undertaking risk assessments  risk assessments and self-audit programs  providing recommendations to mitigate which assist staff to mitigate inherent and risks, issues and weaknesses. residual risk in the areas of pest Internal Audit operates in accordance with the management, capital works and native title Internal Audit Annual Plan, a risk-based plan  periodic monitoring of selected general endorsed by the ARC and approved by the ledger accounts and controls related to Director-General. During 2016–17, Internal expenditure and revenue Audit delivered its role and responsibilities in line with the Internal Audit Charter and  input and advice on various business conformed with the Audit Committee improvement initiatives Guidelines issued by Queensland Treasury.  advice to management and staff on During the reporting period, the unit performed corporate governance matters internal audits and reviews in accordance with the Financial Accountability Act 2009 and  secretariat support to the ARC. professional standards. Internal audits were performed on a range of functions including Sport and Recreation Services’ grants management, Traditional Owner engagement; information security; light fleet management, QPWS heavy vehicles and plant and equipment, QPWS vessels management and a number of special audits. During 2016–17, Internal Audit contributed to business improvements through:  audit recommendations to the Director- General and the ARC  ongoing monitoring of follow-up actions of the audit recommendations implemented by business units  risk assessments and self-audit programs which assist staff to mitigate inherent and residual risk in the areas of pest management, capital works and native title  periodic monitoring of selected general ledger accounts and controls related to expenditure and revenue  input and advice on various business improvement initiatives  advice to management and staff on corporate governance matters  secretariat support to the ARC

62 NPSR Annual Report 2016-17

Administrative and professional services The department has established administrative were assessed and implemented for new and processes to direct, manage and control its decommissioned business systems. Digital business and ensure that delivery of delivery was introduced for the scanning and departmental services is undertaken in an delivery of hard copy records to departmental efficient and effective manner. staff. This increased the efficiency of delivery and protects the physical integrity of the records. Information systems During 2016-17, the retention and disposal During the reporting period, the department schedule developed for National Parks records continued to operate and maintain a number of was approved by the State Archivist and the critical information systems to support department has documented processes to services, initiatives and corporate operations. manage records. Time-expired records were identified with 597 boxes of hard copy files  The departmental intranet and internet disposed of securely. Permanent records provided information and services to continue to be identified for transfer to the employees (intranet) and external Queensland State Archives. customers (internet).

 A new Pest Management System for Accountability and ethics forest and national park estates was released in early 2017. The Code of Conduct and information on how to report alleged wrongdoing by employees  The EnQuire sport and recreation grants continues to be available to the public on the administration system, to replace the department’s intranet. The department also QGrants system, continued with ongoing ensures that appropriate education and implementation to continue in 2017–18. training occurs and all employees are kept up-  The KX Booking System, which to-date on their obligations with regard to the administers client bookings and payments Code of Conduct for the Queensland Public to support the Queensland Recreation Service (the Code), and Fraud and Corruption Centres, underwent a hosting detection and prevention. infrastructure upgrade for increased During 2016–17, all employees were required security. to complete the annual Code of Conduct training package. Recordkeeping The Code and information on how to report alleged wrongdoing by employees continues to The department continues to operate a be available to the public on the department’s recordkeeping strategy to ensure compliance internet. Other accountability mechanisms with the Public Records Act 2002, Public include Right to Information, Complaints Service Act 1996, Information Standard 40— Handling, the role of the Queensland Recordkeeping and Information Standard 31— Ombudsman and Judicial Review. Retention and Disposal of Public Records. Policies are in place for Recordkeeping, Email Management, Retention and Disposal of Ethical behaviour Records, Managing Information on Shared Network Drives, Information Security and The department’s 2016–20 Strategic Plan Digitisation Disposal. includes strategies that are focused on continuing to develop an ethical workforce that The department has a corporate electronic is supported by governance and accountability document and records management system frameworks. This requires all employees to act (eDOCS) and staff are encouraged to ethically, honestly and in the public interest. maximise the use of digital records in business processes. During 2016–17, new integration The Integrity Framework seeks to ingrain a technology was introduced to allow harvesting culture of integrity within the department. of documents into the corporate recordkeeping During the reporting period a number of system from other user interfaces. initiatives were implemented to promote the importance of integrity. This included regular Recordkeeping and compliance requirements communication about ethical behaviour

63 NPSR Annual Report 2016-17 expectations from the Director-General, the  Fraud and corruption prevention policy department’s Integrity Champion, and a and procedure—details the fraud dedicated ethics intranet page with resources prevention framework. highlighting ethical behaviour scenarios, suitable for managers and staff to use in team  Risk management framework—details meeting discussions. how to identify and minimise risks to service delivery. In addition, Appropriate Behaviour Awareness sessions were also held for employees across  Performance management process— the state. adherence to the Code of Conduct is included in individual staff performance plans. Ethical education and training  Human resource management policies During the reporting period new employees and procedures. were informed of their ethical obligations during induction, by completing the revised Code of Conduct training module and existing Procurement employees were required to complete a Procurement Services manages and delivers a refresher of the Code of Conduct training. range of acquisition activities and procurement Ethical obligations were also reinforced advice for the department to maximise value through individual Performance and for money from expenditure on supplies, Development Plans that set out performance services and capital works. It ensures strategic and behavioural expectations in line with the and tactical procurement activities are Code. undertaken in accordance with the Financial Management and Performance Standard 2009, and the Queensland Procurement Alignment of agency planning, strategies, Policy. Procurement Services provides support objectives and actions to six Queensland Government agencies The department integrated integrity and ethics through the Business and Corporate into its plans, frameworks, policies and Partnership. processes.  Strategic plan—a key strategy is Right to Information Services continuing development of an ethical workforce. The department is committed to transparent and accountable government by giving the  Audit and Risk sub-Committee—integrity community greater access to information matters are monitored for effectiveness. under the Right to Information Act 2009 (RTI Act) and the Information Privacy Act 2009 (IP  Corporate governance framework—a key Act). The department provides the community principle is integrity. with equal access to the information it holds,  Workforce Strategic Plan—a key unless on balance, it is contrary to the public workforce priority is ethical and effective interest. decision making. A publication scheme and disclosure log is  Queensland Parks and Wildlife Service available on the department’s website. The Strategic Workforce Plan—integrity is a publication scheme describes and categorises core value of QPWS. information routinely made available from the department, and the disclosure log publishes  Integrity framework—defines how the information which has been released in department promotes, monitors and response to RTI access requests. enhances an ethical culture. Further information about how to access  Grants management policy—assists staff information held by the department can be to implement best practice when found on its website. managing grants programs.

 Fraud and corruption control plan—the revised plan includes additional controls Business and Professional Services that promote ethics as an integral part of The Business and Professional Services workforce practices. (BPS) unit provides a range of functions including support for the Crime and Corruption

64 NPSR Annual Report 2016-17

Commission Liaison Officer and the Public Interest Disclosure Coordinator, privacy compliance advice, disclosure log maintenance under the Right to Information Act 2009, and liaison with the Office of the Queensland Ombudsman. It also oversees business continuity, disaster management, energy efficiency and waste management activities, and is responsible for misconduct prevention and integrity initiatives, such as fraud and corruption risk assessments. The majority of these services are provided to the department and the Department of Environment and Heritage Protection. Information Privacy and Publication Scheme support is provided to six Queensland Government agencies through the Business and Corporate Partnership (BCP) model and disclosure log decisions are made on behalf of all the BCP agencies and their responsible ministers.

Business and Corporate Partnership Board The Business and Corporate Partnership (BCP) delivers corporate services and business programs to support six partnering Queensland Government departments deliver on their government priorities. Under this model the focus is on ensuring economies of scale, service integration, consistent service delivery, scalability, flexibility and responsiveness. The BCP operates through three Corporate Hubs embedded in the departments of Agriculture and Fisheries; Natural Resources and Mines; and Environment and Heritage Protection. Each hub is managed by a Head of Corporate who is responsible for delivering a set of core services (to the host agency and one adjunct agency) and a selection of cooperative services (to all six partnering agencies). As at 30 June 2017, the BCP Board was comprised of the Directors-General of the departments of Agriculture and Fisheries; Tourism, Major Events, Small Business and the Commonwealth Games; Natural Resources and Mines; Energy and Water Supply; Environment and Heritage Protection; and National Parks, Sport and Racing; as well the three Heads of the Corporate Hubs. The board is collectively responsible for long- term performance and business success. Its role is to provide leadership and set the strategic direction of the partnership to enable its goals and objectives to be met.

65 NPSR Annual Report 2016-17

How to contact us You can contact the Department of National Parks, Sport and Racing at: Head office 400 George Street Brisbane Qld 4000

Post GPO Box 2454 Brisbane QLD 4001

Website National Parks, Sport and Racing www.npsr.qld.gov.au

Social Media Queensland National Parks www.facebook.com/qldnationalparks/ www.instagram.com/qldparks/ www.twitter.com/QldParkAlerts

www.youtube.com/user/qldnationalparks Queensland Sport and Recreation www.facebook.com/QldSportAndRec Joint the Movement www.facebook.com/JoinTheMovementQld/ Queensland Recreation Centres www.facebook.com/QLDrec Ex-HMAS Tobruk www.facebook.com/exHMASTobruk/

Regional offices NPSR has a network of regional offices and business centres located throughout Queensland. To confirm that the services or products that you require are available from your local business centre, telephone 13 QGOV (13 74 68).

General Enquiries For general enquiries related to: National parks 13 QGOV (13 74 68) Sport and Recreation 1300 656 191 Office of Racing 13 QGOV (13 74 68)

66 NPSR Annual Report 2016-17

Appendix 1—Legislation

Legislation administered by the Department of National Parks, Sport and Racing as at 30 June 2017 Biodiscovery Act 2004 (to the extent that the compliance code, collection protocols and authorisation of collection authorities affect, or are relevant to, management of the protected area estate and forest reserves, not including nature refuges) (jointly administered with the Minister for Innovation, Science and the Digital Economy and Minister for Small Business) Fisheries Act 1994 (as it relates to Fish Habitat Areas) Forestry Act 1959 (jointly administered with the Minister for Agriculture and Fisheries and Minister for Rural Economic Development) Major Sports Facilities Act 2001 Marine Parks Act 2004 Mt. Gravatt Showgrounds Act 1988 Nature Conservation Act 1992 (to the extent that it is relevant to the management of the protected area estate and forest reserves, excluding Nature Refuges) (jointly administered with the Minister for Agriculture and Fisheries and Minister for Rural Economic Development) Racing Act 2002 Recreation Areas Management Act 2006 Sports Anti-Doping Act 2003.

Acts repealed in 2016–17 Nil to report.

Legislation passed in 2016–17 Major Sports Facilities and Other Legislation Amendment Act 2016.

67 NPSR Annual Report 2016-17

Appendix 2—Government bodies

The following committees, statutory bodies and entities provide annual reports as indicated:

Name of Body Constituting Legislation Annual Report arrangements Cape York Peninsula Regional Included in NPSR’s Annual Protected Area Management Nature Conservation Act 1992 Report Committee Mt. Gravatt Showgrounds Act Mt Gravatt Showgrounds Trust Separate Annual Report prepared 1988 Queensland Academy of Sport The Board is not established Included in NPSR’s Annual Board under an Act Report Stadiums Queensland Major Sports Facilities Act 2001 Separate Annual Report prepared Women and Girls Advisory The Committee is not established Included in NPSR’s Annual Committee on Sport and under an Act Report Recreation Racing Queensland Board Racing Act 2002 Separate Annual Report prepared Included in NPSR’s Annual Racing Disciplinary Board Racing Act 2002 Report (see Note 1)

1. The Racing Disciplinary Board continued under transitional arrangements contained in the Racing Integrity Act 2016 until 31 October 2016.

Boards and committees

Cape York Peninsula Regional Protected Area Management Committee

Act or instrument Nature Conservation Act 1992

The primary function of the Committee is to advise the Minister responsible for administration of the Nature Conservation Act 1992 about matters relating to protected areas in the Cape York Peninsula region including: Functions  Indigenous employment opportunities in the area;  Management plans for the areas; and  Resources for management of the areas.

The Committee did not convene during the reporting period of 2016-17; however, the Department of National Parks, Sport and Racing (NPSR) convened a meeting of representatives from all relevant Aboriginal landholding bodies. The representatives put forward nominations for members, a chair and deputy chair for the Committee and further Achievements action will be subject to Ministerial and Parliamentary processes As at 30 June 2017, 28 protected areas on Cape York Peninsula are now jointly managed with Traditional Owners under Indigenous Management Agreements. Further agreements will continue to be negotiated on behalf of NPSR by the Department of Aboriginal and Torres Strait Islander Partnerships.

Financial reporting Not applicable.

Remuneration Not applicable.

Total out of pocket Not applicable. expenses

68 NPSR Annual Report 2016-17

Queensland Academy of Sport Board

Act or instrument The Queensland Academy of Sport (QAS) Board is not established under an Act.

The QAS Board is an advisory body to the Minister for Sport on the Queensland Academy of Sport, an initiative of the Queensland Government aimed at supporting the state’s elite Functions and identified developing athletes. Membership of the QAS Board includes a number of former elite athletes and leaders in the Queensland sporting and business communities.

In 2016-17, the QAS Board:  continued to oversee the direction of the QAS in the lead up to the Gold Coast 2018 Commonwealth Games Achievements  approved changes to eligibility criteria for Olympic and Paralympic Bonus Grants  provided advice to the QAS on legacy issues associated with the Commonwealth Games.

Costs are contained within NPSR’s report.

Financial reporting In the 2016-17 financial year, four meetings were held and board members were remunerated according to the Queensland Government’s pre-existing remuneration arrangements as identified in the table below.

Remuneration Approved Approved sub- Meetings/sessions annual, committee Actual fees Position Name attendance sessional or fees if received daily fee applicable

$647 (Fees include one meeting from $108 half-day Chairperson Bruno Cullen 4 N/A 2015-16 paid meeting in 2016-17 and one meeting at the full day rate)

$384 (Fees $96 half day include one Member Bruce Hatcher 3 N/A meeting meeting from 2015-16 paid in 2016-17).

$575 (Fees include one meeting from $96 half day Member Ray Epstein 4 N/A 2015-16 paid meeting in 2016-17 and one meeting at the full day rate)

$479 (Fees Bronwyn $96 half day Member 4 N/A include one Thompson meeting meeting at the full day rate)

$384 (Fees $96 half day Member Scott Derwin 3 N/A include one meeting meeting from 2015-16 paid

69 NPSR Annual Report 2016-17

Queensland Academy of Sport Board in 2016-17)

$575 (Fees include one meeting from Anne-Marie $96 half day 2015-16 paid Member 4 N/A White OAM meeting in 2016-17 and one meeting at the full day rate) $479 (Fees Naomi $96 half day include one Member McCarthy 4 N/A meeting meeting at the OAM full day rate)

Member Tamara 1 N/A N/A N/A (ex-officio) O’Shea

No. scheduled 4 meetings/sessions

Total out of pocket $5,600 expenses

NOTES:

1. During the financial year, longstanding board members Bruno Cullen (former Chair) and Bruce Hatcher retired from their respective positions on the board. Kelly McKellar-Nathan and Steve Renouf are new appointees to the board. Five other board members have been reappointed: Ray Epstein, Scott Derwin, AnneMarie White OAM, Naomi McCarthy OAM and Bronwyn Thompson. Ms Thompson has been appointed Chairperson. The Director-General of the Department continues as ex-officio.

2. The new board did not convene in 2016-17; however, has been appointed under revised remuneration arrangements in line with changes to the Government’s policy Remuneration Procedures for part-time Chairs and Members of Queensland Government Bodies.

Women and Girls Advisory Committee on Sport and Recreation

The Women and Girls Advisory Committee on Sport and Recreation (the Committee) is not Act or instrument established under legislation.

The Committee provides advice to the Department of National Parks, Sport and Racing Functions (NPSR) and the Minister for Sport on the implementation of initiatives to improve women and girls’ participation in sport and recreation.

In 2016-17, the Committee supported NPSR with advice on NPSR’s actions to improve women and girls’ participation including:  Establishing new Terms of Reference Achievements  Developing a work plan focussing on how to improve sport and active recreation participation in groups of women and girls, including those who are marginalised, socially isolated or who would otherwise benefit from targeted programs.

The Committee is an advisory body and does not have financial responsibilities. Costs are Financial reporting contained within NPSR’s annual report.

Remuneration

70 NPSR Annual Report 2016-17

Women and Girls Advisory Committee on Sport and Recreation

Approved Approved sub- Meetings/sessions annual, committee Actual fees Position Name attendance sessional or fees if received daily fee applicable

Doune Chair 1 $0 $0 $0 Macdonald

Dr Sue Member 1 $0 $0 $0 Hooper

AnneMarie Member 1 $0 $0 $0 White OAM

Member Dean Warren 1 $0 $0 $0

Sharon Member Finnan-White 1 $0 $0 $0 OAM

No. scheduled 1 meetings/sessions

Total out of pocket $1,202 (travel and meeting expenses) expenses

Racing Disciplinary Board

Act or instrument The Racing Disciplinary Board was established under the Racing Act 2002.

The Racing Queensland Board’s primary purpose was to hear and determine appeals by aggrieved persons against appellable decisions of a racing control body. The Racing Disciplinary Board’s function was transferred to the Queensland Racing Functions Integrity Commission from 1 July 2016. The Racing Disciplinary Board was required to complete its consideration of outstanding matters by 31 October 2016.

In 2016-17, the Racing Disciplinary Board: Achievements  Finalised four appeal decisions.

Financial reporting Costs are contained within NPSR’s report.

Remuneration

Approved Approved sub- Meetings/sessions annual, committee Actual fees Position Name attendance sessional or fees if received daily fee applicable Brockwell $325 per Chairperson 4 $0 $5,850 Miller session

Member Paul James 2 $250 $0 $5,100

71 NPSR Annual Report 2016-17

Racing Disciplinary Board

Member Peter Elliott 0 $250 $0 $0

Member Daryl Kays 4 $250 $0 $3,590

Member Gary Casey 2 $250 $0 $2,807

No. scheduled 4 meetings/sessions

Total out of pocket $1,798 which includes superannuation and motor vehicle allowance. expenses

72 NPSR Annual Report 2016-17

Appendix 3—Annual report on the administration of the Marine Parks Act 2004 (1 July 2016—30 June 2017)

The Marine Parks Act 2004 (the Act) provides for the conservation of Queensland’s marine environment by implementing a comprehensive range of management strategies including the declaration of marine parks and the establishment of zones and designated areas including highly protected areas within the parks. These management arrangements are formalised through the gazettal of zoning plans and the development of management plans.

Public authorities and other interested groups, including Aboriginal and Torres Strait Islander communities and local governments, are encouraged to assist in managing marine parks and to further the public’s appreciation, understanding and enjoyment of the marine environment.

The Act aims to achieve a coordinated and integrated approach with other environmental conservation legislation, and recognises the cultural, economic, environmental and social relationships between marine parks and their adjacent lands and waters.

Australia’s international responsibilities and intergovernmental agreements are important considerations in park management. Marine parks extend across areas adjacent to the Queensland coast which are under the control of both the Commonwealth and State governments. Both governments have agreed that as far as practicable, in managing marine parks, state legislation will be consistent with the relevant Commonwealth legislation.

Marine parks are multiple use areas providing for a range of activities and visitor opportunities. The zoning plans prescribed under the Act detail the types of uses and management measures.

Three marine parks have been declared under the Act with corresponding zoning plans established— Great Barrier Reef Coast Marine Park, Great Sandy Marine Park and the Moreton Bay Marine Park.

The plans and regulations that support the Act are:  Marine Parks (Declaration) Regulation 2006  Marine Parks (Great Barrier Reef Coast) Zoning Plan 2004  Marine Parks (Great Sandy) Zoning Plan 2006  Marine Parks (Moreton Bay) Zoning Plan 2008  Marine Parks Regulation 2006.

Amendments

Marine Parks Act 2004

No amendments were made to the Marine Parks Act 2004 in 2016-17.

Marine Parks (Declaration) Regulation 2006

The Marine Parks (Declaration) Regulation 2006 was amended on 1 July 2016 to remove the reference to Regional Park and reinstate the former Conservation Park class of protected area under the Nature Conservation Act 1992.

73 NPSR Annual Report 2016-17

The Marine Parks (Declaration) Regulation 2006 was consequentially amended on 26 August 2016 to make minor administrative changes after the Transport Infrastructure (Ports) Regulation 2016 was reviewed.

In 2016-17 the Marine Parks (Declaration) Regulation 2006 was due for its ten year review under the Statutory Instruments Act 1992. This regulation prescribes the boundary of each marine park declared in Queensland waters, similar to the Nature Conservation (Protected Areas) Regulation 2006 which describes protected areas declared under the Nature Conservation Act 1992. Both the Marine Parks Act 2004 and Nature Conservation Act 1992, require a resolution of the Legislative Assembly to amend a boundary, however, unlike the Protected Areas Regulation the Declaration Regulation was not exempt from expiry under the Statutory Instruments Act. This anomaly was corrected by amending Section 4 of the End Notes in the Declaration Regulation. Ten year reviews are no longer required.

Marine Parks (Great Sandy) Zoning Plan 2006

The Marine Parks (Great Sandy) Zoning Plan 2006 was amended on 26 August 2016 to enhance the definition of a managed vessel through the inclusion of a definition for ‘wing in ground effect craft’. This was a consequential amendment following amendments to the Transport Operations (Marine Safety) Regulation 2016.

Marine Parks (Great Barrier Reef Coast) Zoning Plan 2004

The Marine Parks (Great Barrier Reef Coast) Zoning Plan 2004 was amended on 1 July 2016 to remove the reference to Regional Park and reinstate the former Conservation Park class of protected area under the Nature Conservation Act 1992.

Marine Parks (Moreton Bay) Zoning Plan 2008

The Marine Parks (Moreton Bay) Zoning Plan 2008 was amended on 26 August 2016 to enhance the definition of a managed vessel through the inclusion of a definition for ‘wing in ground effect craft’. This was a consequential amendment following amendments to the Transport Operations (Marine Safety) Regulation 2016.

Marine Parks Regulation 2006

The Marine Parks Regulation 2006 was amended on 1 July 2016 to remove the reference to Regional Park and reinstate the former Conservation Park class of protected area under the Nature Conservation Act 1992.

Legislative amendment proposals

During 2016-17 there were no legislative amendment proposals.

Funding In 2016–17, the Queensland Government contributed $8.766 million to the field management program (FMP) for the Great Barrier Reef. After receipt and allocation of Commonwealth funding, the department’s combined recurrent and capital budget allocation in 2016–17 was $14.538 million for the Great Barrier Reef FMP. Only a portion of this is spent on State marine parks. The FMP operates across the (Commonwealth) Great Barrier Reef Marine Park, the (State) Great Barrier Reef Coast Marine Park, island national parks and Commonwealth islands.

An annual operating budget of $2.54 million (excluding depreciation) was allocated to administer the Act in the Great Sandy and Moreton Bay Marine Parks.

74 NPSR Annual Report 2016-17

The total combined expenditure for the artificial reef program in the Moreton Bay Marine Park and the Great Sandy Marine Park was $34,000.

The total expenditure for the decommissioning and sinking of the ex-HMAS Tobruk in 2016-17 was $1.3 million.

Management plans Sections 29–33 of the Marine Parks Act 2004 outline the processes for developing marine park management plans. The Minister must give public notice and invite submissions on the plans.

Marine parks are located adjacent to a number of mainland and island national parks with these areas sharing similar management issues. To enable improved management, parts of the marine park have been included within the management planning process for national parks resulting in a joint Marine Parks Act 2004 and Nature Conservation Act 1992 management plan.

During 2016-17 there were no new management plans approved with a marine park component (see Table A).

Permissions The Marine Parks Act 2004 provides for activities to be undertaken on marine parks by permission (permits and agreements) for varying periods. The Marine Parks Regulation 2006 outlines the administrative matters relating to the grant, amendment, suspension, cancellation, surrender and replacement of relevant authorities (permits, licences and written permissions) and the requirements applying to carrying out activities under a relevant authority provided for by the Act.

A summary of permissions granted, suspended or cancelled, and applications refused in 2016–17 and related information is outlined in Tables B and C.

Offences and enforcement In 2016–17, 396 marine park penalty infringement notices were issued. There were nine litigation matters progressed and finalised under the Act, resulting in seven prosecutions. A summary of offences and prosecutions are provided in Tables D and E.

Accreditations Accreditations are a form of approval that removes the need for organisations and individuals to obtain a permit to carry out activities. Accreditations can be issued under the Marine Parks Regulation 2006 for a number of different activities such as research and aquaculture. A Traditional Use of Marine Resource Agreement (TUMRA) is one form of accreditation. These formal agreements are developed by traditional owner groups and accredited by the Department and, if the agreement covers the Great Barrier Reef region, also the Great Barrier Reef Marine Park Authority (GBRMPA). TUMRAs describe how traditional owner groups work in partnership with the Queensland and Australian governments to manage traditional use activities on their sea country. A summary of accreditations granted is provided in Table F.

75 NPSR Annual Report 2016-17

Information supporting the report on the administration of the Marine Parks Act 2004 in 2016–17 Table A – Management plans approved in 2016-17 that included a marine park component

Management plans No new management plans were approved during the 2016-17 financial year.

Table B – (Marine Parks Act 2004); State–Commonwealth Joint Marine Park permissions (permits and agreements) granted, refused, and suspended or cancelled (1 July 2016–30 June 2017)

The number of permits includes all current permits some of which may have been issued in previous reporting periods. Permits refused, Permits issued suspended or Permits current as Category between 1/07/16 cancelled at 30/06/2017 and 30/06/17 between 1/07/16 and 30/06/17 Tourist program 710 203 16 Whale watching 1 0 0 0 0 0 0 Media activity (film, photography) Vessel charter/aircraft 2 672 94 14 Educational programs 108 21 0 Research 216 71 1 Operate a facility 3 229 48 0 12 3 1 Minor works 4 Major works 5 15 1 0 Collecting 1 1 0 Developmental fishery 0 0 0 Harvest fishery 6 39 19 0 Aquaculture 0 0 0 Anchoring 0 0 0 Carrying out a program for taking a plant, 35 17 0 animal or marine resource 7 Mining 8 0 0 0 Other 9 207 54 4

76 NPSR Annual Report 2016-17

Table C – (Marine Parks Act 2004); State Only Marine Park permissions (permits and agreements) granted, refused, and suspended or cancelled (1 July 2016–30 June 2017)

The number of permits includes all current permits some of which may have been issued in previous reporting years. Permits refused, Permits issued suspended or Permits current as at Category between 1/07/16 and cancelled between 30/06/2017 30/06/17 01/07/16 and 30/06/17 Tourist program 180 87 2 Whale watching 1 18 10 2 Media activity (Film, photography) 1 1 0 Vessel charter/ aircraft 2 69 18 0 Educational programs 18 4 0 Research 65 37 0 Operate a facility 3 33 3 0 Minor works 4 126 35 1 Major works 5 12 4 0 Collecting 38 0 0 Developmental fishery 0 0 0 Harvest fishery 6 8 0 0 Aquaculture 0 0 0 Anchoring 3 0 0 Carrying out a program for taking a 5 0 0 plant, animal or marine resource 7 Mining 8 0 0 0 Other 9 18 17 1

Notes: 1. Whale watching - Commercial Activity Agreements 2. Vessel Charter includes skippered and bare boat charters 3. Operate a facility includes barge landings (and moorings for the joint permissions table). 4. Minor works include small scale coastal works such as beach nourishment, buoy and pile moorings, maintenance dredging (GBRCMP only) and access structures (e.g. jetties, boat ramps). 5. Major works include large scale coastal works such as construction of marinas, reclamation work, capital dredging, sand extraction; large building works such as sand loading facility, wharf or submarine pipeline. 6. Harvest Fishery includes commercial collecting of coral, shell, and aquarium fish. 7. Carrying out a program for taking a plant, animal or marine resource that poses a threat to human life and safety (e.g. mosquito control), marine park ecosystems (e.g. toxic algae) or to the use/ amenity of an area or adjacent marine park (e.g. mangrove trimming). 8. Mining includes exploring or mining for minerals, exploring or producing petroleum and carrying out geothermal exploration. 9. Other includes activities such as long term anchoring, recreational collecting, use of managed vessels, recreational aircraft (MBMP only) and aquatic events.

Additional Information:  State only permissions relate to the Great Barrier Reef Coast Marine Park (GBRCMP), Great Sandy Marine Park and Moreton Bay Marine Park (MBMP).  'Joint' Marine Park permissions relate to the Great Barrier Reef area where permissions are issued jointly by the State (Queensland Parks and Wildlife Service) and Great Barrier Reef Marine Park Authority (GBRMPA) to cover activities occurring in both the State and Commonwealth Marine Park respectively.

77 NPSR Annual Report 2016-17

Table D – Marine Parks Act 2004 enforcement activity for Great Barrier Reef Coast, Great Sandy and Moreton Bay Marine Parks (1 July 2016–30 June 2017)

Category Number

Number issued 396

Number withdrawn 9 Penalty Infringement Notices Number of Court elects 2

Number of reviews 2

Formal Investigations Number completed 12

Number progressed in 2016-17 6 Litigations Number of matters finalised in 2016-17 9

Table E – Marine Parks Act 2004 prosecution results for 1 July 2016–30 June 2017

Prosecutions under: Marine Parks (Great Barrier Reef Coast) Zoning Plan 2004. Marine Parks (Great Sandy) Zoning Plan 2006. Marine Parks (Moreton Bay) Zoning Plan 2008. Marine Parks Act 2004. Marine Parks Regulation 2006. Party Statute Marine Park Description Court Result Court date Penalty Costs (legal and investigative)

Party 1 Marine Operating a vessel on Parks the plane in a go slow Moreton Bay No (Moreton area for turtles and 05/07/16 $500 $436 Marine Park conviction Bay) Zoning dugong contrary to recorded Plan 2008 section 45 of the zoning plan. Party 2 Operating a vessel on Marine the plane in a go slow Parks No Moreton Bay area for turtles and (Moreton 09/08/16 $500 $457 conviction Marine Park dugong contrary to Bay) Zoning recorded section 45 of the zoning Plan 2008 plan. Party 3 Failing to comply with Marine Great Barrier Reef No the direction of an Parks Act Coast Marine 18/08/16 $1,000 $950 conviction inspector contrary to 2004 Park recorded section 99(7) of the Act.

Entering or using a marine park for a Marine prohibited purpose Parks Act Party 4 contrary to section 109 2004; Moreton Bay of the regulation. Marine 13/09/16 $6,000 $2,89 0 Conviction Marine Park Parks recorded Giving false or Regulation misleading information 2006 to an inspector contrary to section 89 of the Act.

78 NPSR Annual Report 2016-17

Party 5 Entering or using a Marine marine park for a No Parks Moreton Bay prohibited purpose 08/11/16 $7,500 Nil conviction Regulation Marine Park contrary to section 109 recorded 2006 of the regulation.

Party 6 Wilfully using the

Marine marine park for a No Moreton Bay Parks Act prohibited purpose 18/04/17 $2,500 $2,260 conviction Marine Park 2004 contrary to section 43 recorded of the Act.

Party 7 Wilfully using the

Marine marine park for a No Moreton Bay Parks Act prohibited purpose 18/04/17 $4,000 $2,260 conviction Marine Park 2004 contrary to section 43 recorded of the Act.

Total $22,000 $9,253

79 NPSR Annual Report 2016-17

Table F – Summary of accreditations in place over State marine parks in 2016–17 (showing State-only and joint State–Commonwealth accreditations)

Party or instrument Date Marine park Purpose Expiry date* accredited issued Oyster Industry Plan for Moreton Moreton Bay Bay Marine Park 22/04/2016 n/a Marine Park Oyster industry (Department of Agriculture and Fisheries) Great Sandy Regional Marine Great Sandy Aquaculture Plan Aquaculture 23/01/2012 n/a Marine Park (Department of Agriculture and Fisheries) Girringun TUMRA Traditional Use of Marine 23/12//2010 23/12/20151 (QPWS/GBRMPA) Resources Port Curtis Coral Coast Regional Traditional Use of Marine 30/08/2011 29/08/20161 TUMRA (QPWS/GBRMPA) Resources Woppaburra TUMRA Traditional Use of Marine 30/06/2014 30/06/2024 (QPWS/GBRMPA) Resources Yirrganydji TUMRA Traditional Use of Marine 29/04/2014 28/04/2019 (QPWS/GBRMPA) Resources Lama Lama TUMRA Traditional Use of Marine 01/08/2013 31/07/2018 (QPWS/GBRMPA) Resources Yuku-Baja-Muliku TUMRA Traditional Use of Marine 16/08/2013 16/08/2018 (QPWS/GBRMPA) Resources Traditional Use of Marine 28/06/2016 27/07/2021 Gunggandji TUMRA Great Barrier Resources Reef Coast Traditional Use of Marine 25/06/2008 24/06/20131 Wuthathi TUMRA Marine Park Resources University of Queensland Limited impact research 10/02/2006 n/a

Australian Museum Limited impact research 10/02/2006 n/a

Queensland Museum Limited impact research 10/02/2006 n/a

Central Queensland University Limited impact research 10/02/2006 n/a

University of Sydney Limited impact research 10/02/2006 n/a Department of Primary Industries Limited impact research 10/02/2006 n/a and Fisheries (Qld) n/a James Cook University Limited impact research 10/02/2006

University of Technology, Sydney Limited impact research 16/08/2006 n/a

* There is no requirement to specify an expiry date for accreditations (other than TUMRAs), however an accreditation requires review if a new zoning plan for the marine park, to which it applies, is made.

1 This accreditation has not expired. An application was lodged before the expiry date meaning that it will remain in effect until the Department executes a ‘new’ TUMRA with the Traditional Owners.

80 NPSR Annual Report 2016-17

Appendix 4—Additional published information

In addition to the information contained in this annual report, the department has also published a range of administrative functions which can be found on the Queensland Government’s Open Data portal at https://data.qld.gov.au Topics included in this additional report are:  Consultancies.  Overseas travel.  Queensland Language Services Policy.

81 NPSR Annual Report 2016-17

Appendix 5—External scrutiny

This section provides information about significant external audits and reviews of the Department of National Parks, Sport and Racing. Queensland Audit Office – Report 1: Strategic procurement In 2016-17 the QAO conducted an audit to examine whether departments were enabling and achieving value-for-money procurement outcomes through strategic procurement. As a result, the department is actively working with the Office of the Chief Advisor Procurement (OCAP), and internally, to ensure actions are implemented to address:

1. spend analysis by the categories established and agreed with the OCAP 2. the use of existing whole-of-government supply arrangements 3. agency-specific opportunities (economic, social, and environmental) to realise procurement benefits and reduce processing costs 4. measurable benefits targets (financial and non-financial) against realistic timeframes that departments set, but which align to whole-of-government category goals and objectives.

Queensland Audit Office – Report 3: Follow-up: Monitoring and reporting performance In 2016-17, the QAO followed up on the progress and effectiveness of departments in implementing recommendations made in Report 18: Monitoring and reporting performance, which was tabled in June 2014. In the 2014 audit, QAO recommended that departments apply a service logic approach to define their service areas so that they only group services where they contribute to common objectives and outcomes. In 2016-17, the three service areas included in the service delivery statement were:

1. National Parks 2. Sport and Recreation 3. Racing

Using the service logic approach, two material services, Community Support and Queensland Academy of Sport, were included in 2015-16 SDS under the Sport and Recreation service area and in 2016-17 an additional material service, Facilities, was added. Work is continuing on the development of measures for National Parks services and Sport and Recreation services. Racing services were delayed for 2016-17 due to the implementation of new racing legislation and the establishment of the Queensland Racing Integrity Commission.

Queensland Audit Office – Report 8: Results of financial audits In 2016-17 the QAO analysed the timeliness and quality of financial reporting by public sector entities controlled by the State Government. QAO assessed the department’s internal controls, and the financial statement preparation process.

With respect to internal controls the department was rated as “effective” across four of the five measures (control environment, risk assessment, monitoring activities, and information and communication) and “generally effective” against one measure (controlling activities). With respect to financial statement preparation process the department was rated as “ineffective” against one measure (timeliness), “generally effective” against one measure (year-end close process) and “effective” against one measure (quality).

82 NPSR Annual Report 2016-17

The “ineffective” rating concerned the additional seven working days required to certify the department’s 2015-16 financial statements. The department did not meet their legislative time frames for financial reporting due to delays in completing valuation process in 2015-16. A new asset revaluation methodology was implemented during 2015-16 to improve the process specifically in relation to the department’s significant road infrastructure.

QAO have confirmed during the 2016-17 audit that the department’s overall control framework is effective and the department continues to refine its new asset revaluation methodology for roads with the aim of more timely and effective delivery of valuations.

Queensland Ombudsman – Customer complaints system In 2016-17, the Queensland Ombudsman’s Office followed up on their 2014 customer complaints system audit of public sector agencies to review progress on the implementation of their recommendations. The 2014 audit had resulted in seven recommendations that consisted of 29 issues. The 2016-17 follow-up audit identified the following outstanding areas to be addressed: 1. Complaints Resolution – need to include review or appeal rights if a complainant remains dissatisfied. 2. Internal Reporting – need to provide regular internal complaint reports to senior management to enable analysis of trends, issues or systemic issues that need improvement. 3. Monitoring Effectiveness – need to review the customer complaint system to assess its effectiveness. The department is currently reviewing the entire customer complaints system in order to address the outstanding audit items and to comply with the Australian Standard.

83 NPSR Annual Report 2016-17

Glossary

Term Definition Free workshops to increase the skills and knowledge of community sport and Building Active recreation volunteers such as committee members, coaches, team managers, Communities officials and administrators across a wide range of on-field (e.g. Strength and Workshops Conditioning, Athlete Recovery) and off-field (e.g. governance, financial management) topics. Amendments to the Nature Conservation Act 1992 (NCA) allow for the creation of a new class of protected area called "national park (Cape York Peninsula Aboriginal land)" (national park [CYPAL]). This allows existing and proposed CYPAL national parks to become Aboriginal land and also be dedicated and managed as a national park (CYPAL). It allows for joint management of national park land by Traditional Owners (represented by a land trust) and the department. A marine invertebrate that feeds on coral and is native to the coral reefs in the Indo-Pacific region. When conditions are right for the crown-of-thorns starfish to Crown-of-thorns starfish multiply, they can reach plague proportions and devastate the hard coral population on affected reefs. Ecologically sustainable tourism with a primary focus on experiencing natural Ecotourism areas that fosters environmental and cultural understanding, appreciation and conservation. Fish habitat areas (FHAs) aim to ensure fishing for the future by protecting the key inshore and estuaries fish habitats that are essential to sustaining our Declared Fish Habitat fisheries. While declared FHAs protect these key fish habitats from physical Area (FHA) disturbance associated with coastal development, community access and use such as legal fishing and boating are allowed and encouraged. A suite of programs which support sport and recreation at the grassroots level. Get in the Game Get in the Game assists clubs to increase their membership and to improve club facilities. The Get Out, Get Active program provides funding for projects that will deliver Get Out, Get Active community-based sport and active recreation activities that increase opportunities for participation by women and girls who are either inactive, or would otherwise benefit from further participation. Indigenous land use An agreement made with native title parties under the Commonwealth Native agreements Title Act 1993. Indigenous Community A program that provides funding to support the delivery of sport and recreation Sport and Recreation services to identified Indigenous communities across Queensland. Program Statutory documents prepared by the minister that provide an important source of clear management direction and priority actions for QPWS-managed areas. Management plans Management plans require public consultation and, in the case of national park (Cape York Peninsula Aboriginal land) or an Indigenous joint management area, must be prepared jointly with relevant Indigenous landholders. Simple expression of management intent for an area. Depending on the Management statements protected area, a management statement can be prepared without public consultation, with approval of the chief executive, by gazette notice. Marine parks are large multiple use areas set aside to provide for the conservation of the marine environment. Marine parks provide for a range of tourism, recreational and tourism pursuits while also supporting conservation Marine park initiatives. Marine parks may contain a number of different protection zones to protect habitats including mangrove wetlands, seagrass beds, mudflats, sandbanks, beaches, rocky outcrops and fringing reefs. In the Australian honours system, appointments to the Order of Australia confer Medal of the Order of recognition for outstanding achievement and service. The Medal of the Order of Australia Australia is awarded for service worthy of particular recognition.

84 NPSR Annual Report 2016-17

Term Definition National parks are large natural or near natural areas set aside to protect large- scale ecological processes, along with the complement of species and ecosystems characteristic of the area, which also provide a foundation for National park environmentally and culturally compatible spiritual, scientific, educational, recreational and visitor opportunities. The primary objective of a national park is to protect natural biodiversity along with its underlying ecological structure and supporting environmental processes, and to promote education and recreation. An initiative to increase the time Queensland children spend in unstructured play Nature Play Queensland outdoors and in nature. A disclosure of information to a proper authority relating to possible inappropriate behaviour by public officers, maladministration, substantial danger to public health or safety (including of a disabled person) and/or substantial danger to the Public interest disclosure environment. Public interest disclosures can be made by either members of the public or public officers, under the conditions in sections 12 and 13 of the Public Interest Disclosure Act 2010 respectively. Land and sea areas dedicated as protected areas under the Nature Conservation Protected area Act 1992, State and Commonwealth marine parks acts, and the Fisheries Act 1994. Queensland Academy of An initiative of the Queensland Government aimed at supporting the State' elite Sport and identified developing athletes. The Queensland Eco and Sustainable Tourism policy is a policy framework for ecotourism operators accessing high visitation national parks. QuEST provides QuEST policy business certainty, best practice standards, support for authorised operators, opportunities for growth and streamlined administration. A workforce development program to develop clear career pathways and Ranger Development capabilities for rangers, including recruitment and selection procedures review, Framework training and development. Officers within the Queensland Public Service who are appointed to support the Senior Executive chief executive to deliver the government’s agenda. Their employment conditions Service are defined by a Directive of the Public Service Commission. Individuals, groups or organisations with a specific interest in and/or influence on Stakeholders the work of the department. A report released by the Ministerial Advisory Committee on Women and Girls in Start Playing, Stay Sport and Recreation. The report provided recommendations to promote lifelong Playing participation in sport and recreational activities. Aboriginal and Torres Strait Islander people with a particular connection and Traditional Owners relationship to land or water and who have cultural and traditional obligations and custodial responsibility. The world governing body for the sport of cycling. The UCI oversees international competitive cycling events and also has responsibility for racing licences, Union Cycliste disciplinary matters, classification of races and the points ranking systems in Internationale (UCI) various cycling disciplines including mountain biking, road and track cycling for both men and women, amateur and professional. World Heritage sites are places that are important to and belong to everyone, irrespective of where they are located. They have universal value that transcends the value they hold for a particular nation. Sites, areas or structures recognised World Heritage Area as being of outstanding international importance are nominated to and designated by the World Heritage Convention within the United Nations Educational, Scientific and Cultural Organisation (UNESCO).

85 NPSR Annual Report 2016-17

Acronyms

Acronym Explanation AMPTO Association of Marine Park Tourism Operators

AS/NZS Australian Standard/New Zealand Standard

BCP Business and Corporate Partnership

BPS Business and Professional Services

CEO Chief Executive Officer

CFO Chief Finance Officer

CLM Conservation and Land Management

CoE Centre of Excellence

COSO Committee of Sponsoring Organisations

CSG coal seam gas

CYPAL Cape York Peninsula Aboriginal Land

eDOCS electronic document and records management system

EMB Executive Management Board

FHA Fish Habitat Area

FMAF Financial Management Assurance Framework

FTE full-time equivalent

GBRF Great Barrier Reef Foundation

GBRMPA Great Barrier Reef Marine Park Authority

GC2018 Gold Coast 2018 Commonwealth Games

GIS geographic information system

ICSRP Indigenous Community Sport and Recreation Program

ICT information and communications technology

IP Act Information Privacy Act 2009

IR Act Industrial Relations Act 2016

ISGP Indigenous Sports Grant Program

KTA Kokoda Track Authority

86 NPSR Annual Report 2016-17

Acronym Explanation LTIR lost time injury and illness rate

MBMP Moreton Bay Marine Park

NCA Nature Conservation Act 1992

NPSR Department of National Parks, Sport and Racing

NRL National Rugby League

NTA Native Title Act 1993

OAM Medal of the Order of Australia

OP occupation permit

P&DP Performance and Development Plan

PNG Papua New Guinea

QAO Queensland Audit Office

QAS Queensland Academy of Sport

QFES Queensland Fire and Emergency Services

QPWS Queensland Parks and Wildlife Service

QRIC Queensland Racing Integrity Commission

QRL Queensland Rugby League

QuEST Queensland Eco and Sustainable Tourism policy

QYAC Quandamooka Yoolooburrabee Aboriginal Corporation

RICDS Racing Industry Capital Development Scheme

RIF Racing Infrastructure Fund

RTI Act Right to Information Act 2009

SDS Service Delivery Statement

SRIPP Significant Regional Infrastructure Projects Program

TAFE Technical and Further Education

TSCSRP Torres Strait Community Sport and Recreation Program

TURMA Traditional Use of Marine Resource Agreement

UCI Union Cycliste Internationale

WWF World Wildlife Fund

87 NPSR Annual Report 2016-17

Compliance checklist

Annual Summary of requirement Basis for requirement report reference

Letter of  A letter of compliance from the accountable ARRs – section 8 Page 1 compliance officer or statutory body to the relevant Minister/s

Accessibility  Table of contents ARRs – section 10.1 Pages iii-iv  Glossary Pages 84-87

 Public availability ARRs – section 10.2 Inside front cover

 Interpreter service statement Queensland Government Inside front Language Services Policy cover ARRs – section 10.3

 Copyright notice Copyright Act 1968 Inside front cover ARRs – section 10.4

 Information Licensing QGEA – Information Licensing Inside front cover ARRs – section 10.5

General  Introductory Information ARRs – section 11.1 Pages 2-5 information

 Agency role and main functions ARRs – section 11.2 Page 4-5, 66-67

 Operating environment ARRs – section 11.3 Pages 5-8, 12-14, 73-80

Non-financial  Government’s objectives for the community ARRs – section 12.1 Page 8-9 performance

 Other whole-of-government plans / specific ARRs – section 12.2 Pages 12-14, initiatives 20-48, 52-53

 Agency objectives and performance indicators ARRs – section 12.3 Pages 20-48

 Agency service areas and service standards ARRs – section 12.4 Pages 4-5, 20-48

Financial  Summary of financial performance ARRs – section 13.1 Pages 15-19 performance

Governance –  Organisational structure ARRs – section 14.1 Page 11 management and structure  Executive management ARRs – section 14.2 Pages 9-10, 56

 Government bodies (statutory bodies and ARRs – section 14.3 Pages 68-72 other entities)

 Public Sector Ethics Act 1994 Public Sector Ethics Act 1994 Pages 51, 53-54, 63-64 ARRs – section 14.4

 Queensland public service values ARRs – section 14.5 Page 8-9

Governance – risk  Risk management ARRs – section 15.1 Page 57, 61

88 NPSR Annual Report 2016-17

Annual Summary of requirement Basis for requirement report reference management and ARRs – section 15.2 Page 57 accountability  Audit committee

 Internal audit ARRs – section 15.3 Pages 61-62

 External scrutiny ARRs – section 15.4 Page 82-83

 Information systems and recordkeeping ARRs – section 15.5 Page 63

Governance –  Workforce planning and performance ARRs – section 16.1 Pages 49-55 human resources

 Early retirement, redundancy and Directive No.11/12 Early Page 55 retrenchment Retirement, Redundancy and Retrenchment Directive No.16/16 Early Retirement, Redundancy and Retrenchment (from 20 May 2016) ARRs – section 16.2

Open Data  Consultancies ARRs – section 17 Page 81 ARRs – section 34.1 Datasets available on Open Data website

 Overseas travel ARRs – section 17 Page 81 ARRs – section 34.2 Datasets available on Open Data website

 Queensland Language Services Policy ARRs – section 17 Page 81 ARRs – section 34.3 Datasets available on Open Data website

Financial  Certification of financial statements FAA – section 62 Provided statements electronically FPMS – sections 42, 43 and 50 ARRs – section 18.1

 Independent Auditor’s Report FAA – section 62 Provided electronically FPMS – section 50 ARRs – section 18.2

FAA Financial Accountability Act 2009 FPMS Financial and Performance Management Standard 2009 ARRs Annual report requirements for Queensland Government agencies

89 NPSR Annual Report 2016-17

This page has been left intentionally blank.

90 NPSR Annual Report 2016-17

Financial statements

Provided electronically.

91 Department of National Parks, Sport and Racing 2016 –2017 Annual Report www.npsr.qld.gov.au